That鈥檚 why the latest recognition from two of the industry鈥檚 most respected research firms鈥擜rdent Partners and Staffing Industry Analysts (SIA)鈥攎eans so much to us at SAP. Their findings reinforce what we see every day: isn鈥檛 just keeping up with the industry, we鈥檙e setting the standard for innovation, execution, and customer value.

Market leadership confirmed by independent analysts

named 51风流Fieldglass a 鈥淢arket Leader,鈥� a distinction reserved for providers with universal strengths and top-tier execution. The evaluation looked at every aspect of our portfolio, from supporting the full scope of managing the external workforce鈥攔equisitions, candidates, projects, direct sourcing, SOW/services procurement, integrations, and AI鈥攖o our execution ability, client success, references, talent ecosystem, product vision, and future of work readiness.

We鈥檙e especially proud to be recognized as an 鈥淓lite Performer鈥� in four critical categories: AI Innovation, SOW and Services Procurement, Direct Sourcing, and Total Talent Management. Ardent Partners highlights 51风流Fieldglass鈥� deep integration with 51风流SuccessFactors solutions, 51风流Ariba solutions, 51风流Build Work Zone, and the AI solution Joule, positioning it as a strategic hub for managing external talent and optimizing services procurement. Joule is transforming how users interact with the portfolio, offering conversational, data-driven guidance for requisition creation, SOW intake, job description design, and workflow acceleration.

also confirms 51风流Fieldglass鈥� global leadership. The portfolio operates in more than 180 countries, supports 22 languages, and enables invoicing in 118 countries, making it the largest footprint in the industry. This extensive reach is further underscored by consistently strong customer retention, reflecting the deep trust and satisfaction 51风流Fieldglass enjoys among global enterprises.

Customer-validated leadership

Recognition from leading analyst firms is important, but what matters most is the experience of our customers. 51风流Fieldglass has also been ranked as a category leader by , a respected platform for verified customer reviews. TrustRadius rankings are based on direct feedback from real users, making it a powerful complement to analyst evaluations. While analyst reports validate market position and strategic capabilities, TrustRadius highlights the day-to-day value customers experience, such as ease of use, depth of functionality, and overall satisfaction. This dual endorsement, from both industry experts and actual practitioners, reinforces 51风流Fieldglass鈥� commitment to delivering solutions that can meet business needs and exceed customer expectations.

Innovation at the core: AI, automation, and analytics

Innovation is at the heart of 51风流Fieldglass鈥� value proposition. The portfolio鈥檚 embedded AI solution, Joule, helps users initiate job requisitions, design and translate job descriptions, and accelerate approvals through a conversational interface. Rate benchmarking helps ensure customers stay competitive with market rates. Document AI can automate structured SOW creation, while machine learning and skills ontology models can power advanced candidate matching and workforce planning.

SIA notes that 51风流Fieldglass鈥� 鈥淎I-first鈥� product strategy is embedding intelligence into every workflow, emphasizing seamless data extraction, intuitive user experiences, and impactful use cases across applications. The business intelligence suite delivers real-time and historical analytics, benchmarking tools, and persona-based dashboards, empowering organizations to make data-driven decisions at every stage of the talent lifecycle.

Comprehensive capabilities for a modern workforce

What distinguishes 51风流Fieldglass is its wide-ranging and comprehensive set of features. The portfolio allows users to effectively manage all kinds of external labor expenses鈥攚hether that’s contingent labor, services procurement, independent contractors, high-volume workers, or field services. It offers streamlined onboarding, advanced and customizable tools for global compliance, AI-driven workflows, and robust skills extraction, helping to ensure depth and efficiency in every area. Additionally, its compliance and audit capabilities, mobile accessibility, and dashboards supporting diversity, equity, and inclusion help create a holistic solution.

SIA鈥檚 research, based on 23 in-depth VMS surveys and 36 customer assessments, found 51风流Fieldglass excels in supplier management, time/expense/billing, SOW capabilities, candidate sourcing, technical functionality, and customer perceptions. Customers cite the portfolio鈥檚 innovation, influence over roadmap evolution, and ability to scale with their programs. The open API framework, pre-built integrations, and strong MSP partnerships create a connected ecosystem that can support even the most complex workforce strategies.

Customer experience and ecosystem strength

Customer experience is another area where 51风流Fieldglass shines. SIA鈥檚 customer perception data shows high marks for platform stability, ease of use, integration quality, adaptability, and support. Customers appreciate the portfolio鈥檚 innovation, the ability to influence roadmap evolution, and its capacity to scale with their programs.

Both Ardent Partners and SIA emphasize 51风流Fieldglass鈥� commitment to continuous innovation. The 鈥淎I-first鈥� and 鈥渟uite-first鈥� strategies focus on embedding intelligence into every workflow and delivering seamless, end-to-end business processes across the 51风流ecosystem. Key areas of ongoing investment include skills-based hiring, AI, enhanced analytics, and high-volume workforces for SOW management.

A portfolio for the future of work

The latest findings from Ardent Partners and SIA reaffirm 51风流Fieldglass鈥� leadership, vision, and relentless focus on customer value. Combined with customer-driven recognition from TrustRadius, 51风流Fieldglass stands as a proven leader in delivering solutions that can empower organizations to unlock the full potential of their extended workforce鈥攖oday and for the future of work.

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Amber Roth vice president of Global Presales & Strategy for 51风流Fieldglass.

According to , the makeup of the modern workforce is growing so complex that organizational leaders are realizing that their existing workforce management systems are inadequate for bridging the gap between internal and external contributors.

This doesn鈥檛 have to be the reality anymore, thanks to the expanded edition of the plan for 51风流Fieldglass solutions. Organizations can now create a consistent strategy and experience for their entire workforce 鈥� from planning and staffing to onboarding and payment. More important, the plan can empower business leaders to innovate strategies that address future disruption, accelerate capacity ramp-up, and reduce costs.

Setting a Higher Standard for Workforce Management

This expanded edition adds more adoption and utilization-driving features to the base subscription of the 51风流Preferred Success plan. Offering greater access to expert guidance, enhanced services, prescriptive reviews, and firsthand assistance with feature adoption, the expanded edition helps surround organizations with the guidance and conversations they need.

A product specialist orchestrates opportunities for an 51风流customer to collaborate closely with relevant experts. This includes regular calls to discuss and triage concerns, assess business processes and technology usage, review implementation calendar and plans, document the solution landscape, and deliver services and follow-up.

One enhanced service is a solution review. The one-on-one workshop is tailored to meet the needs and objectives for an effective and efficient operation of 51风流Fieldglass solutions, setting a higher standard for operational excellence. Engaging with 51风流experts, organizations can obtain recommendations and advice on solution configuration changes that can alleviate pain points, improve the user experience, and eliminate or reduce bottlenecks.

51风流experts dive even deeper into an organization鈥檚 specific organizational and workforce needs during the business review. This semiannual, remote, one-on-one workshop allows collaboration with experts to help ensure deployed 51风流Fieldglass solutions are optimized and aligned with evolving processes, strategies, and leading practices. Areas where new functionalities can be incorporated into the solutions are also assessed and identified, while business process improvements are considered based on KPI analysis.

The expanded edition also facilitates the activation of new features from 51风流Fieldglass solutions that are relevant to business goals and can further enhance the user experience. Assisted by experienced subject-matter experts, organizations can identify, evaluate, deploy, and measure the impact of new features. The new features can also be tested before going live to pinpoint potential effects and determine changes necessary to maximize adoption.

But the benefits of the expanded edition of 51风流Preferred Success for 51风流Fieldglass solutions don鈥檛 end there. It also includes cloud release guidance on new capabilities in the contingent workforce management solutions, allowing organizations to reach their goals on their terms and timelines. Before each release, 51风流experts identify release dates, notes, and crucial details surrounding new and sunsetting functionality to help organizational stakeholders stay current on what鈥檚 relevant to their business.

Moreover, managed learning resources are available through 51风流Learning Hub for up to five administrative users at no extra cost. This component of the expanded edition helps empower the workforce with guided, hands-on training that can maximize the organization鈥檚 investment in 51风流Fieldglass solutions. Access to learning content for all 51风流solutions can enable business teams to learn faster with a redesigned learning experience, innovate smarter, and manage their knowledge proactively.

Driving Resilience with a Well-Managed Workforce

The expanded edition of 51风流Preferred Success for 51风流Fieldglass solutions offers a comprehensive framework for , including contingent workers. The plan can empower organizations to navigate complexities and innovate strategies, achieving operational excellence and staying ahead in a dynamic landscape.

Ready to elevate the management of your workforce and forge a resilient path to future success? or contact your local 51风流representative to learn more about the expanded edition of 51风流Preferred Success for 51风流Fieldglass solutions.

John Wagner Jr. is global practice lead for 51风流Preferred Success at SAP.

A total workforce management strategy allows businesses to keep the whole workforce in focus for increased agility, productivity, and bottom-line impact.  

OG&E’s experience with contingent and contract labor is unique. Despite the 121 years under its belt, OG&E has embraced the changing landscape of employment with open arms. For over 25 years, OG&E has been utilizing 51风流solutions, including for over a decade. Together with the HR solutions of , 51风流Fieldglass solutions 鈥� a comprehensive vendor management portfolio for external labor 鈥� help pave the way for the successful workforce management of permanent and contingent and contract labor.听

The challenge lies in determining which positions to fill with contingent workers or profile workers, a process OG&E has mastered over the years. The decision hinges on the specific skills required and the immediacy and duration of the need. This flexible approach has enabled OG&E to successfully bring in workers with diverse profiles for various projects, such as its recent 51风流SuccessFactors Human Experience Management (HXM) Suite implementation project.

Ownership of this process is shared between the departments of HR, the business units, and procurement, reflecting a trend observed across various organizations. A study conducted in 2022 revealed that HR was responsible for external worker functions about 51% of the time.* This is a testament to the rising importance of contingent and profile workers and the need for HR to engage them effectively.

However, this process isn鈥檛 without its complexities, necessitating collaboration between HR and procurement. Issues such as rate cards and other procurement-specific processes require strong cooperation between the two functions.  

Previously, a lack of comprehensive understanding about OG&E鈥檚 workforce made everyday HR and finance decisions increasingly challenging. The management of contingent workers through 51风流Fieldglass solutions was handled by a third party. However, the transition to internal management provided more visibility.  

This has empowered OG&E to make more informed decisions. For example, OG&E had 10 excellent candidates from different suppliers for a position, two of which came at a significantly higher cost. Recognizing the value of the other eight candidates, it challenged the high markup, resulting in one supplier lowering its rate. This type of negotiation was previously not possible for OG&E due to the lack of visibility, but now it’s an integral part of the process. 

In contrast, Brightspeed, a company that has recently started out, is managing a dynamic workforce of  4,200 employees and almost as many contractors. Its mission? To lay high-speed fiber in the South and Midwest of the United States. Alongside this, it also had a recent divestiture from Lumen, with hundreds of inherited applications and a fresh contingent workforce.

But its workforce needs are ever-evolving. With a contingent workforce that ebbs and flows according to the company’s needs, Brightspeed is flexible and can adapt, from field workers laying fiber to IT specialists building new applications.

Brightspeed utilized SAP’s suite of applications to help streamline its operations post-divestiture. Lumen had already implemented 51风流SuccessFactors solutions and 51风流Fieldglass solutions, so Brightspeed decided to create a seamless transition and continue to use these solutions. The suite it uses now includes 51风流SuccessFactors solutions, 51风流Fieldglass solutions, and 51风流S/4HANA.

The 51风流Fieldglass portfolio is used to help manage contingent workers. Within this context, Brightspeed鈥檚 managed service provider plays a crucial role. It liaises with the hiring manager, handles candidate selection, and ultimately delivers the temporary worker in 51风流Fieldglass solutions. These workers are then trained in compliance and technical procedures, with all the information interfaced back into 51风流SuccessFactors Learning. From an 51风流S/4HANA perspective, cost center project activities and other elements are pushed out to its time system and raw time is imported to 51风流S/4HANA, capturing millions of dollars in project cost every pay period.

However, the journey wasn’t without its challenges. As a young company, Brightspeed had a massive task ahead of it in getting these systems up and running in just 10 months. The team successfully navigated this initial hurdle, but soon realized it hadn’t fully prepared for the post-go-live period due to the compressed implementation period. This led to a challenging few months, as it scrambled to train personnel and resolve system errors. Despite this, the team has since stabilized operations.

As these examples show, the role of contingent and profile workers is evolving and becoming increasingly integral to the success of organizations. They are no longer just field workers but are being relied upon for specific skill sets. This allows companies like Brightspeed and OG&E to stay agile, adapt to business needs, and manage their contingent and profile workers as well as their permanent employees.

A , when done right, can leverage the full potential of a diverse workforce and make companies more agile. 51风流SuccessFactors solutions and 51风流Fieldglass solutions can work together to help create and manage a dynamic, flexible workforce that can easily adapt. The experiences of OG&E and Brightspeed highlight the importance of strategic planning and the effective use of technological tools in managing the workforce.

Andrea Domhardt is part of Product Marketing for 51风流SuccessFactors.

*鈥淲orkforce Solutions Buyer Survey 2022, Americas,鈥� Staffing Industry Analysts, 2022.

However, insurance companies that rely on this staffing approach find that the external workforce becomes a huge part of overall spend. Often, they overlook tools to help manage this workforce.

In fact, a recent found that insurance companies now spend 40% of their workforce budget on external labor. And nearly three-quarters of companies say that these workers are important to their ability to meet market demand or operate at full capacity.

The external workforce is a key lever in enabling business performance. It is important to meet market demands, improve the customer experience, and reduce risk. With these facts in mind, it鈥檚 easy to see why managing the external workforce should be a priority.

Increase Insight into Your External Workforce

Companies often use traditional procure-to-pay systems to help streamline external workforce management. Yet many insurance companies still don鈥檛 have the insight they need to get top value from their spend.

For example, found that just 34% of companies use procurement technology for contingent workforce management. Some of the respondents use this technology to manage their service providers, but only 20% were able to track and manage their engagement from statement of work to purchase order to invoicing.

Companies also lack insight into fundamental issues such as who is doing the work, the contract terms of each engagement, and the responsibilities of each worker. The challenge is that digital security breaches present risks to the organization, as external workers can take advantage of their digital access if they are not onboarded and offboarded properly.

The research highlighted several other issues that can compromise the value of the external workforce. Nearly half of respondents reported compliance issues and more than 40% reported quality issues regarding resources and projects with external workers. In addition, 44% reported unauthorized spend with contingent workers.

Standardize and Streamline External Workforce Management

What鈥檚 the best way for insurance companies to manage each external workforce engagement so that they get the value they pay for 鈥� and the best possible business results?

Advanced digital solutions for external workforce management can help.

With these solutions, managers can standardize worker onboarding and offboarding processes. They can quickly and intuitively grant access to systems and assets 鈥� and disconnect that access when a worker鈥檚 contract expires. And the technology helps ensure that workers have the right certifications. This is a great way to reduce risk.

Best-in-class solutions let you use any type of proof of service 鈥� such as timesheets, milestones, and deliverables 鈥� on a recurring due date or price-per-unit basis. This feature helps you align payment with the value provided.

You can tailor workflows based on category of service or work provided. For example, you might want to include tiered vendors in the requisition process or require approvals needed for invoicing to ensure your company鈥檚 organizational guidelines can be easily followed.

Increase Bottom-Line Business Value

Other features let you monitor supplier KPIs, such as response time, cycle time, and hire rates. With this insight, you can facilitate reviews and negotiations with suppliers.

Improving your external workforce management processes can also help you provide a better experience for candidates and workers. Intuitive workforce management solutions can make your company more attractive to younger workers who prefer to interact with you using digital technologies. They allow you to manage who is working for you, where workers are located, what they are doing, how much you are paying them, and what access they have to your systems and facilities.

What鈥檚 more, the right procurement technology can help you generate significant cost savings. Modern tools generate reports that enable immediate visibility into contingent workforce and services procurement spend. Analytics features can help you identify opportunities to further operationalize your procurement processes and create new cost efficiencies.

You鈥檝e developed a valuable external workforce. Now, advanced technologies can help it boost your business鈥� bottom line.

Toni Tomic is global head of Insurance at SAP.

That鈥檚 just how we did it; there was no other option. Or so it seemed.

Then came the pandemic. Businesses were forced to figure out at a moment鈥檚 notice how to stay productive despite closed offices, necessitating many of their on-site people to work at home in spare bedrooms, kitchens, and basements.

Of course, we have had the means to work remotely for a long time. I鈥檒l never forget the first time I attached a whiny modem to a phone line so I could work remotely from my apartment. And like it or not, video conferencing has been around for years.

The pandemic took things to a whole new level. It was like a wake-up call that prompted us to question our long-held beliefs about jobs, locations, and careers.

A new eBook from IDC, sponsored by SAP, takes a closer look at the lasting effects of our pandemic wake-up call. examines how the disruptions of the past few years have impacted the world鈥檚 supply chains and how businesses have been forced to adapt. It also offers forward-looking strategies to increase workforce resiliency in times of disruption.

What We Learned from the Pandemic — and What It Means for the Future of Work

Workers want flexibility. For many workers, this was their first opportunity to prove to themselves and their employers that remote work is not only possible, but it can also be effective. Many also found that working remotely could lead to a better work/life balance. People have come to like the idea that they don鈥檛 have to commute to the office every day. They also like having a more flexible schedule to accommodate other aspects of their lives.

This need for flexibility impacts the way we work in different ways. Workers are now more likely to ask to work remotely as a term of employment. Alternatively, employers have more flexibility in recruiting because remote working removes geography as a factor in hiring. For example, if you鈥檙e staffing a software development project where the core team is based in Chicago, you aren鈥檛 precluded from hiring a developer in Toronto or someone in the far suburbs. It also frees you to consider contingent workers to fill specific skill gaps for a defined period of time.

Workers are reevaluating what they want from their careers. For so many of us, the harsh realities of the pandemic have been a rude awakening, showing just how quickly life can shift from 鈥渘ormal routines鈥� to something completely foreign. You start thinking, 鈥淲hat am I doing with my life? Why am I so engrossed with my work? Am I in the right job, or should I be doing something else? How can I make time in the day to do other things that I just can鈥檛 seem to get to?鈥�

I鈥檓 sure this has helped fuel what we have come to know as 鈥渢he Great Resignation.鈥� But I would like to think of this as more of a great adaptation than resignation. Many people are no longer interested in working insane hours to make big money, stuck to one company, location, or job. Instead, they鈥檙e asking what they can do to enjoy their working life, or is it 鈥渓ife while working鈥�?

As economic conditions change, it鈥檚 not clear who has the upper hand. Clearly, the exodus of workers during the pandemic put many employers on the defensive. But continuing inflation, fears of recession, and the coinciding possibility of fewer employment opportunities are giving workers reason to reconsider jumping ship.

Job growth in the U.S. has been very strong, with the nation returning to its pre-pandemic employment level in July. Earlier this month, the U.S. Department of Labor reported that , which was lower than the month before but still represents significant growth. It鈥檚 unclear how many of these jobs are new and how many are the result of early retirements or workers who have chosen other paths, such as doing gig work or joining the contingent workforce.

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What Employers Are Doing to Avoid Talent Shortages

Regardless of where the economy takes the job market in the coming months and years, employers have been put on notice by the hard-earned lessons of the pandemic and the Great Resignation. From , IDC has identified key strategies organizations are adopting to mitigate the risk of talent shortages. They include:

• Strategic workforce planning: Organizations are emphasizing strategic workforce planning to balance job requirements with the necessary organizational capabilities. This includes evaluating the need to operate functions remotely with centralized capabilities that leverage talent across multiple geographies and worksites.
• Hybrid work models: Nearly all industries, including those which have never before been considered to have remote-work potential, are evolving and innovating to adapt to the demand for hybrid work. For instance, the pandemic has driven manufacturing to embrace a mix of in-office and remote working. IDC predicts that by 2023, 40% of G2000 companies will develop all new processes based on remote-first designs.
• Employee training and engagement: To retain employees and increase skills, businesses continue to invest in training and certification. Additionally, they are using sustainability programs and technology adoption to increase engagement, enable transparency, and build a culture of trust and innovation. The emphasis is on working with technology rather than technology replacing the meaningful components of work.
• Improved recruitment practices: Organizations are proactively building and expanding candidate pipelines, regardless of current hiring needs. They鈥檙e also enhancing the interviewing and sourcing skills of hiring managers, automating recruitment practices, partnering with educational institutions, and using apprenticeships to cultivate a wider talent pool.
• The contingent workforce: Organizations that face a shortage of local talent may end up outsourcing jobs internationally or contracting parts of their processes to a third party. If they lack in-house skills, they might also hire contract workers or turn to managed services to supplement their workforce. Organizations are also turning to contingent labor to right-size the number of employees on the payroll and give them the ability to flex. Using or SOW-based contracts offers businesses the flexibility to act nimbly when business requirements change. Technology enables these organizations to predict requirements for contingent workers, strategize their onboarding, track their productivity and performance, and balance labor requirements with outcomes.

A Workforce in Progress

Adapting to the changes in the workforce we have seen over the past few years is a work in progress. Worker attitudes will evolve, as will business strategies to address them. Technology solutions that organizations use to stay ahead of the trends will continue to prove invaluable to forward-looking business leaders as they navigate the ever-changing landscape of the post-pandemic workforce.

Vish Baliga is chief technology officer at .

鈥淭he pandemic has allowed for a once-in-a-generation 鈥� or even a once-in-100 years 鈥� opportunity to question some of our long-held assumptions about how we work,鈥� he says. 鈥淎ssumptions like needing to work on-site have been reshaped, and we have an opportunity to rethink things at a very fundamental level.鈥�

Once in a hundred years is a pretty long stretch.

But I think he鈥檚 right. As the Harvard Business Review Analytic Services report observes, the pandemic and other unprecedented global disruptions have created 鈥渟eismic shifts鈥� in how we work, where we work, and with whom we do business.

Workers sense these shifts and feel empowered. Likewise, events haven鈥檛 escaped the attention of business leaders. Last year, a survey of 232 global executives by Harvard Business Review Analytic Services revealed that 96% of respondents have made or are making alterations to workplaces because of recent business disruptions, while 92% said organizations need to adopt new workplace strategies to remain competitive.

We are in a historic moment, a 鈥渙nce-in-a-generation鈥� opportunity to rethink workforce management at a fundamental level. What do we do with this opportunity? The Harvard Business Review Analytic Services report offers some valuable insights, of which I would like to highlight a few.

Procurement Function for External Workforce Emerges from Its Silo

We鈥檝e been talking about this for a while 鈥� the idea that as businesses come to see the strategic value of procurement in external workforce management, it is emerging from its silo.

You might make the same case about human resources鈥� involvement with the external workforce. The integration of HR and procurement is exactly the kind of change we need. As companies increasingly rely on services procurement and contingent labor, HR and procurement will collaborate more closely and rely on the expertise of each other.

The collaborative process would go like this: HR works with internal departments to identify requirements and validate compliance and how external workers are going to be engaged and managed. Meanwhile the procurement team finds the right sources for talent and creates the contracts with rates and other terms and conditions. Then, the business uses these artifacts to engage the personnel, governed by these contracts. HR, procurement, and other departments can then monitor performance and compliance and report back to the appropriate parties.

Of course, while this type of collaboration is important, it is mostly moving the tactical aspects to the business while setting up necessary guardrails. Moving forward, businesses will need these functions, and other business functions, to collaborate in developing workforce strategies designed to achieve specific business outcomes.

Insourcing versus Outsourcing

It鈥檚 one thing for a business to decide it will use more external labor. It鈥檚 another to make strategic decisions about when and where to use this labor to achieve business outcomes.

鈥淢y sense is that many businesses are still handling hiring and recruitment tactically as opposed to what is the right approach for the business,鈥� says Philip Ideson, managing director of Art of Procurement, in the report. 鈥淭hey should be asking, 鈥榃hat are the outcomes we鈥檙e trying to drive? What鈥檚 our position on insourcing or outsourcing services?鈥欌��

The concludes that 鈥渃ompanies will continue to grapple with the pros and cons鈥� of outsourcing versus insourcing. This is another area where HR, procurement, and other business functions need to engage in strategic discussions.

Of course, any such discussions will undoubtedly come around to the topic of business flexibility. If the past few years have taught us anything, it鈥檚 that flexibility gives businesses 鈥渟uperpowers鈥� that enable them to stay resilient in the face of disruption. Outsourcing is a source of flexibility, for example, allowing businesses to incur fewer fixed costs than with full-time employees. It also helps them adapt quickly to surges in demand, slowdowns, or unexpected events that could derail their success.

The Role of Technology in Strategic Workforce Planning

As the Harvard Business Review Analytic Services report observes, 鈥淒igital solutions have long been used to boost efficiency and savings in other areas of the business, and their value is equally key in enhancing external workforce outcomes.鈥�

Vendor management systems like enable organizations to search a wide employee landscape to find and hire the external workers they need to fill roles and staff projects. These solutions can also show where the business is using temporary labor and whether it鈥檚 relying too heavily on one supplier or region. This enables proactive action to minimize service disruption.

51风流Fieldglass solutions can open opportunities for procurement professionals to focus on strategic, value-add work instead of manual processes that can be automated. Ideson envisions a scenario where 鈥渢echnology will move us to more of a self-service environment where business stakeholders can procure the services they need faster and more efficiently without the involvement of the procurement function.鈥�

As Ideson says, procurement teams could see technology as 鈥渁n existential threat to the profession or an opportunity.鈥� However, given our 鈥渙nce-in-100 years鈥� opportunity, I hope you choose to focus your expertise on strategic workforce planning, not repetitive processes. As you find new ways to use services procurement and contingent labor strategically, you鈥檒l realize significant benefits, including:

• Budget flexibility through fewer fixed costs associated with full-time employees
• The ability to create workforce capacity on demand and scale up or down to meet changing project needs
• Less risk for the business as responsibility for worker results shifts to services companies
• Better value from the ability to actively manage every aspect of external worker engagement
• Optimized results with tools that enable outcome-based performance assessment

This is the promise of vendor management system technology. It can free you from a sometimes overwhelming amount of tactical work, allowing you to realize greater benefits with true strategic workforce planning.

Vish Baliga is chief technology officer at 51风流Fieldglass.

The U.S. Bureau of Labor Statistics鈥� recently Job Openings and Labor Turnover Summary revealed U.S. job vacancies fell only slightly by 427,000 to 11.3 million at the end of May. Over the rolling 12-month period ending in May, hires totaled 78.4 million and separations totaled 72.0 million, producing a net employment gain of 6.4 million jobs.

SAP鈥檚 Take

As the labor statistics show, the pandemic, supply chain disruption and labor shortages have changed the way we work forever.

鈥淒uring the past few years, unprecedented global disruption has created seismic shifts in how we work, where we work and with whom we do business,鈥� says Vish Baliga, CTO at 51风流Fieldglass.

These changes are examined in a conducted by Harvard Business Review. One of the ways companies are addressing the labor shortage is by increasing their reliance on external labor or contingent workers.

鈥淚n this turbulent environment, finding and retaining the best workers and best service providers has become more difficult 鈥� and more crucial 鈥� than ever before,鈥� Baliga says. Evolving skill set requirements combined with a shortage of knowledgeable workers complicate the picture further, creating what he calls a 鈥渢alent crunch鈥� that companies must navigate carefully to resolve.

鈥淐ompanies that can quickly staff projects with qualified employees or outsourced labor are far better positioned to drive strategic transformation and gaincompetitive advantage than those lacking such resources,鈥� he notes.

Faced with the need to either upskill existing workers or find new people with the right abilities, a substantial number of organizations are tapping into non–payroll labor to get jobs done, making the external workforce increasingly pivotal to business success, says Baliga.

鈥淢anaged service providers, staffing agencies and similar suppliers play a central role here in providing access to the flexible labor companies require to meet delivery and growth targets.鈥�

But Baliga argues that gaining access to workers is just the first step. Digital solutions have long been used to boost efficiency and savings in other areas of the business, and their value is equally key in enhancing external workforce outcomes. These technologies can deliver the end-to-end data, visibility and control companies need to meet their desired goals.

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

Sanlam knows that its company culture significantly impacts employee productivity, performance, job satisfaction, and commitment. Highly aware of the inestimable value its people bring to the company, Sanlam is committed to helping everyone develop their full potential to achieve even more. Its mandate and promise is 鈥淲e know that your worth is infinite and unique 鈥� and want to inspire you to realize this worth.鈥� Sanlam follows through by giving each of its employees the opportunity to make the most of who they are while they gain recognition, respect, and commensurate compensation for their capabilities and contributions.

鈥淥ur people are key in enabling the success and sustainability of our business,鈥� says Jeanett Modise, group HR director at Sanlam. 鈥淭o compete in a rapidly changing world, we need to attract the best people in the market and empower them to learn, lead, and live our shared purpose.鈥�

Delivering a Better Experience for All Workers

Previously, Sanlam鈥檚 decentralized business model resulted in a disjointed employee experience and limited talent mobility across the group. Disparate systems and data sources made reporting and analytics inconsistent, complex, and time-consuming.

Sanlam launched a HR shared services model using 51风流solutions to embrace a total workforce management strategy. From a single solution, Sanlam has been able to better manage and optimize the experience of all workers 鈥� both its permanent employees and contingent workers, who make up 28% of its South African workforce. The solutions make it easier for HR, vendors, and recruiters to find, procure, and manage external talent. In addition, Sanlam has bridged the gap between full-time employees and contingent workers in terms of experience and opportunities, helping to foster an inclusive and equitable workplace.

New insight into the skills and competencies of its employees is helping Sanlam to identify skills gaps and put programs in place to reskill and upskill its workforce for the future. For example, the company anticipates that many underwriting tasks will be automated using robotics. In response, it is investing in equipping underwriters with new competencies, such as forecasting and data analytics skills, so that they can take on new roles.

Sanlam鈥檚 reskilling program has proven such a success that the company was selected as a .

Capturing the Voice of the Employee

The importance of making employees feel heard is hard to overstate. By giving people a voice, organizations can create a culture of openness and feedback, build trust, and increase workplace happiness. Sanlam captures feedback from both permanent and contingent employees on a continuous basis, at key points across their life cycle. This insight enables the company to take specific actions to make improvements. For example, when employees commented on the need for better wellness practices, Sanlam reacted immediately, introducing new programs and policies to support employees鈥� health and well-being.

Meanwhile, group-wide reporting and advanced analytics for HR, finance, and other corporate data empower leaders make better data-driven decisions and help Sanlam to achieve its diversity and inclusion goals.

鈥淕reater visibility into the total workforce and enhanced transparency and reporting have enabled us to set recruitment and succession targets around race, gender, and disability,鈥� says Modise. 鈥�51风流solutions are helping us to build a more diverse workforce, which we see as a critical factor for serving our diverse clients well.鈥�

Lara Albert is vice president of Solution Marketing at 51风流SuccessFactors.

Hundreds more companies also renewed licenses and went live with solutions from 51风流to optimize spend management.

51风流maintains the largest share of the procurement applications software market, according to the recently published 鈥溾�� report.* IDC estimates听that SAP鈥檚 market share has grown to听32.8%, maintaining its position of having the largest share of the market 鈥� more than the next 11 vendors combined.

IDC Vice President of Enterprise Applications and Digital Commerce Mickey North Rizza said, 鈥�51风流clients have told us collectively that they have chosen 51风流Ariba solutions for the extensive benchmarking across industries and spend categories and integration with 51风流S/4HANA. They also love the guided buying experience in the 51风流Ariba solutions. Many others have told us 51风流Fieldglass solutions have helped improve their services procurement processes for engagement with consulting firms, marketing agencies, field services, maintenance and business process outsourcing.鈥� According to the report, IDC estimates that the market has grown 5.4% to $6.2 billion in 2020 alone.

Ongoing shifts and imbalances in supply and demand have led companies across geographies and industries to recognize how critical digitalizing operations is to procuring goods and services and keeping the global economy running.

鈥淩ight now, business leaders are recognizing the power of procurement and flexible workforces to help them achieve more than just cost savings,鈥� said Etosha Thurman, Chief Marketing and Solutions Officer, Intelligent Spend and Business Network, SAP. 鈥淲e believe our market leadership is one of the reasons why they are turning to 51风流to help increase agility and reduce risk in a world where supply and demand is volatile, disruption is expected and risk in various forms is more pervasive than ever before.鈥�

Highlights from the third quarter include:

Grupo KUO, a Mexican industrial conglomerate, selected 51风流Fieldglass solutions for contingent workforce management. By digitalizing and automating its processes for sourcing, hiring and managing external talent, the company aims to comply with Mexico鈥檚 recent labor outsourcing regulation while also improving the experience for its workers and talent suppliers.

Mubadala Investment Company, a global investment group based in the United Arab Emirates and owner of the Acelen oil refinery in Brazil, has chosen 51风流to support its growth strategy. Acelen will adopt the RISE with 51风流offering, combining 51风流S/4HANA Cloud, private edition, and the 51风流Analytics solution to unify operations under one robust platform. In addition, cloud-based 51风流Ariba, 51风流Concur, 51风流Fieldglass and 51风流SuccessFactors solutions will help transform spend management and total workforce management so Acelen can maximize savings and deliver a better human experience for all workers.

The Palace Resorts hotel chain in Mexico has selected RISE with 51风流to support its IT strategy of digitalizing business processes in the cloud. The hospitality group also chose 51风流Ariba solutions to help transform its procurement function and improve the buying experience and collaboration with its suppliers.

Petrobras, the Brazilian energy company, is accelerating its digital transformation with SAP. Taking a phased approach following the adoption of 51风流S/4HANA, this quarter the company went live with 51风流Ariba solutions for guided buying and catalogs to help improve its procurement and supply chain processes and provide a better user experience for employees and suppliers.

Siemens Energy AG, based in Munich, Germany, is focused on shaping the energy transition worldwide to help protect the climate while meeting growing energy demand with its strong and resilient portfolio. It selected 51风流Ariba solutions to help improve, harmonize and automate procurement operations across the organization.

Waters Corporation, the Massachusetts-based analytical laboratory instrument and software company, selected 51风流Ariba solutions 鈥� after a highly competitive evaluation and selection process 鈥� to help digitally transform its supply chain and improve its procurement operations with standardized and automated processes. Connecting to a digital network and aligning stakeholders and trading partners to a common plan will help Waters gain real-time visibility to anticipate and respond to changes in demand more quickly and orchestrate its multitier supply chain more effectively, with the goal of improving inventory management, customer service and on-time shipments.

Zijin Mining is one of China鈥榮 largest gold mining companies. To support its rapid global expansion, the company selected 51风流Ariba solutions to help improve the transparency, intelligence and compliance of its procurement system, strengthen group governance, and meet different procurement requirements around the world.

For more information, visit the听51风流News Center. Follow 51风流on Twitter at听.

About SAP

SAP鈥檚 strategy is to help every business run as a sustainable intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 51风流customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into sustainable intelligent enterprises. 51风流helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees and thought leaders, 51风流helps the world run better and improve people鈥檚 lives. For more information, visit听.

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For more information, press only:
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*鈥淚DC Worldwide Procurement Applications Software Market Shares, 2020: Digital Became the New Normal鈥澨齬eport听(Doc #听US47984421,听August听2021).
Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 51风流are intended to identify such forward-looking statements. 51风流undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
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Centralizing and standardizing contingent workforce management has enabled Red Hat to enhance processes and increase visibility into spend for better talent decision-making. Since the rollout of the 51风流Fieldglass application, Red Hat has lowered its costs and increased compliance for managing its in North America by adhering to market rates and regulations.

鈥淭o be the top provider of enterprise open source solutions in the industry, you need a workforce that鈥檚 specialized yet flexible, adaptable and open to growing with you,鈥� said Jennifer Dudeck, senior vice president, chief people officer, Red Hat. 鈥淥ur contingent workforce is a major contributor to our innovation and growth. Our work with Monument Consulting and the 51风流Fieldglass application has enabled us to improve the visibility and value of our contingent workforce, helping us access top talent, accelerate hiring and streamline onboarding, all while reducing costs.鈥�

As an open source leader, Red Hat鈥檚 community-powered approach is central to its business, evident in both its culture and the solutions it delivers to customers. Its contingent workers play a key role in the company鈥檚 operations and success. They fulfill a variety of roles, from program and project managers who lead large enterprise projects to marketing specialists with specific campaign experience.

Red Hat historically relied on manual processes across multiple staffing vendors to source and manage the highly skilled contingent workers it needed. To maximize the value of its contingent workforce program, Red Hat needed to increase visibility into spending, headcount and quality of work while also standardizing processes across its North American operations. The company selected 51风流Fieldglass Contingent Workforce Management to do that. Monument Consulting, Red Hat鈥檚 managed services provider, helped roll out the solution in just 90 days.

Enabled by the cloud-based 51风流Fieldglass application, Red Hat鈥檚 innovative and industry-leading approach to managing contingent labor includes:

• Speed and efficiency integrating and assimilating contingent workers. The application allows for faster hiring and better access to top talent with streamlined interviews, onboarding and offboarding, resulting in a better experience for candidates and hiring managers and improved workforce planning.
• Greater visibility of contingent worker spend. Red Hat consolidated and streamlined its disparate contingent workforce management processes, including supplier management and payments.
• Increased capabilities for future global expansion. The data and workflow integration provides a highly configurable solution with a wide range of functionality and features, including the consistent implementation of local tax and employment regulations across locations.
• Comprehensive data and reporting tools. Equipped with real-time data and embedded analytics, Red Hat has enhanced its contingent workforce management in North America and is realizing cost savings from its staffing supplier network.

鈥淭he way we work is changing, and Red Hat is proving to be at the leading edge of that evolution,鈥� said 51风流Fieldglass Chief Technology Officer Vish Baliga. 鈥淭he company, well known for its community-driven approach to innovation, understands that to achieve its full potential, it must adapt to the unique demands of the contingent labor market and innovate with it to better engage highly sought-after talent. Red Hat now has a digital external workforce management platform that can efficiently grow with its business as it continues to advance open source technology around the world.鈥�

Visit the 51风流News Center. Follow 51风流on Twitter at .

About SAP

SAP鈥檚 strategy is to help every business run as an intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 77% of the world鈥檚 transaction revenue touches an 51风流system. Our machine learning, Internet of Things (IoT) and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 51风流helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously and make a difference. With a global network of customers, partners, employees and thought leaders, 51风流helps the world run better and improve people鈥檚 lives. For more information, visit

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit . On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit . From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from 51风流TV.

For customers interested in learning more about 51风流products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-151风流(1-800-872-1727)

For more information, press only:
Geraldine Lim, SAP, +1 (415) 418-0945, geraldine.lim@sap.com, PT
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51风流Press Room; press@sap.com

Red Hat and the Red Hat logo are trademarks or registered trademarks of Red Hat, Inc. or its subsidiaries in the U.S. and other countries.

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 51风流are intended to identify such forward-looking statements. 51风流undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 51风流SE. All rights reserved.
51风流and other 51风流products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 51风流SE in Germany and other countries. Please see for additional trademark information and notices.
Please consider our . If you received this press release in your e-mail and you wish to unsubscribe to our mailing list please contact press@sap.com and write Unsubscribe in the subject line.

We continue to invest and innovate to help customers move to the cloud, with no better example than the tremendous value companies continue to gain from both our acquired and organically developed solutions across 51风流Ariba, 51风流Fieldglass, 51风流Concur, and 51风流S/4HANA Procurement. Each solution set in our business unit is market-leading in its own right.

I鈥檓 also excited because we are in a unique position to deliver a next-generation network-driven spend management solution suite that addresses all spend — everything a company spends money on except for payroll — connected to a vast and growing digital business network.

The past six months have been tumultuous for everyone, to say the least. There have been a variety of supply risks and business disruptions: the ongoing pandemic, geopolitical unrest, and severe weather that slowed supply in different parts of the world. Most recently is the reminder can impact tens of billions of dollars of supply every day.

While highlighting the importance of having resilient procurement and supply chain operations, these events have also emphasized the obligations of technology companies — we need to ensure that our customers have the tools to assess such risks and rapidly execute alternatives. The opportunities for digital transformation and leveraging business networks are at the heart of facilitating such data-driven decision-making, and it is why I believe 51风流is best suited to deliver on this promise for our customers.

These lessons learned during recent disruptions combined with new processes and ways for doing business will pay huge dividends in the long term. In many ways, they already have.

What Intelligent Spend and Business Network Really Means

My job is to make sure that 51风流continues to pioneer and lead the market with intelligent spend management and business network solutions that solve our customers鈥� greatest pain points, while tapping into the broader 51风流portfolio so customers benefit from a completely integrated suite. Our mission is to deliver the solutions our customers use to align every spend decision to their business strategy in the networked economy.

Ultimately, that means we focus every day on developing the best possible solutions to help our customers spend smarter and drive impact for their organizations and communities. Along with delivering business outcomes, we also want to help our customers take a stakeholder view into how their overall spend management function works.

This commitment is reflected directly in our capabilities, in which we continue to invest to meet customer needs. They are historically strong and market-leading individually and will be even stronger far into the future as we continue to integrate and evolve best of breed into a truly unmatched best of suite.

Like our customers, we don鈥檛 only think for the short term. We have a long-term commitment to seamless capabilities developed over time.

Our Commitment to Capabilities

At SAP, our vision for procurement is focused on three core areas: One Procurement, Travel and Expense, and Business Network.

Procurement

We introduced the concept of One Procurement last year and, quite frankly, it generated a lot of questions. It鈥檚 on us to set the record straight: One Procurement is our vision for the future of procurement, how we bring innovations like artificial intelligence (AI) and insights to our customers. The idea of One Procurement may have been misconstrued as a single product destination, when in reality it鈥檚 truly a journey, centered around our market-leading 51风流S/4HANA, 51风流Ariba, and 51风流Fieldglass solutions. We cover all categories of spend — direct, indirect, and services, including contingent and external workforce — with one strategy for the continual innovation our customers want to solve their business pain points. Our recently released is an example of innovation that falls into the One Procurement vision.

We are committed to maximizing each asset in our portfolio to enable procurement to drive business productivity, an end state that we call autonomous procurement. Autonomous procurement is an essential part of our intelligent enterprise strategy, with end-to-end integration and embedded intelligence that allow customers to streamline and automate procurement processes and thereby focus on more high-value tasks.

Furthermore, as part of One Procurement, we are committed to continued superiority in services procurement and management with our 51风流Fieldglass solutions. As we start recovering from the pandemic, it is expected that many of our customers will turn to leveraging flexible external workers. To support this, we recently launched , a brand new solution that helps organizations manage contractors performing ad hoc work under existing supplier agreements. The most show that the external workforce is fast-growing and versatile, supporting organizational needs of all shapes and sizes. We continue to invest in 51风流Fieldglass solutions and their ability to help companies streamline and scale external workforce management to help maximize their investments and meet business needs.

Travel and Expense

We are committed to continue leading the travel and expense management market, which has been significantly disrupted in the past 12 months. Similar to how we supported B2B spend via 51风流Ariba solutions, we鈥檝e developed capabilities in 51风流Concur solutions to better manage organizational spend as well. Our tool helps streamline and guide employee discretionary spend, helping keep budgets on track and align spending with business goals.

Business Network

We are committed to driving value through a digital business network, helping our customers connect with buyers and suppliers via , connect asset operators with original equipment manufacturers and services providers with , and collaborate on logistics, including tracking and tracing goods and materials, on . These networks are all strong on their own, and their combined power enables customers to manage their global supply chains from start to finish. The integration among networks is a key area of focus for us going forward, offering customers the advantages of a common data model, set of services, intelligence, and analytics engine. In this environment, processes and data flow freely and securely across functions and workflows.

No one can predict the future, but I am certainly optimistic. We are dedicated to helping customers on their journeys to achieve real-time intelligent spend management aligned to the business so they can best prepare to be agile in the face of disruption, because let鈥檚 face it: disruption is expected. We just never know when or from where it will come.

All companies have unique challenges within the common context of today鈥檚 disrupted global business environment. Our technology has evolved alongside our customers and will continue to do so 鈥� whether that鈥檚 51风流Ariba, 51风流Fieldglass, 51风流Concur, or 51风流S/4HANA solutions, elements of each, or all of the above. We are a long-standing leader in spend management because of the breadth and variety of our solutions and our deep expertise in business process transformation across industries. Our investments in providing outcome-oriented solutions to complex problems will continue to be guided by our customers鈥� needs.

John Wookey is president of Intelligent Spend and Business Network at SAP.