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.

This recognition is especially gratifying as we continue to invest in enhancements and new functionality that make the 51风流Fieldglass portfolio the benchmark for VMS innovation. Every day, we focus on empowering organizations to:

• Automate the procurement of external workers and services
• Build a strong external workforce and talent ecosystem
• Enable visibility across their extended workforce
• Use analytics and machine learning to engage and manage top talent
• Track and report on all their external workers
• Onboard, manage, and pay multiple resources for multiple assignments

Because of our focus on innovation, we all know the best is yet to come. New enhancements include the use of generative AI to help create and translate job descriptions, as well as to help produce statement of work descriptions. Even more powerful AI enhancements are planned for later this year that will continue to enhance productivity and streamline processes across hiring and workforce management. We will also continue to improve the user experience. And for midsize organizations, we are planning to deliver out-of-the-box solutions that are simpler to deploy.

We will continue to deliver innovations that enable organizations to deploy 鈥� referred to as 鈥渢otal talent management鈥� by Ardent Partners 鈥� across the enterprise.

Recognizing the Strengths of 51风流Fieldglass

鈥淲ith a firm commitment to extended workforce innovation and the integration of AI-based tools into total talent management, 51风流Fieldglass continues to deliver next-generation automation and powerful value within the Future of Work movement,鈥� said Christopher J. Dwyer, SVP of Research at Ardent Partners and author of the new study. 鈥�51风流Fieldglass remains an ideal platform for both procurement and HR leaders to reimagine their contingent workforce initiatives and transform the ways non-employee talent supports work optimization.鈥�

In its assessment of 51风流Fieldglass solutions, Ardent Partners highlighted some of the portfolio鈥檚 strengths. Here are excerpts from the report:

• Spend management integration: 鈥�51风流Fieldglass is a pioneer in delivering the 鈥榮pend management鈥� attributes of extended workforce management via on-demand supplier intelligence and guided, proactive spend and financial data. With its tight integration into 51风流Ariba solutions, 51风流Fieldglass Vendor Management System enables users with a series of real-time insights into the critical spend components of the external workforce.鈥�
• Automation of statement of work (SOW) management: 鈥�51风流Fieldglass offers a powerful SOW management and services procurement module that was designed to optimize this extended workforce subcategory in a data-driven, value-added manner. This solution offers a unique and flexible design that enhances SOW creation, management, and reconciliation.鈥�
• A 鈥渙ne-stop鈥� experience for talent information: 鈥�51风流Build Work Zone offers real-time visibility into all workforce (both extended and traditional) attributes through a centralized entry point that brings together 51风流Fieldglass, other 51风流systems (particularly 51风流SuccessFactors and 51风流Ariba), and third-party integrations. 51风流Build Work Zone can serve as a powerful 鈥榦ne-stop shop鈥� experience for critical talent information.鈥�
• AI leadership: 鈥�51风流Fieldglass is at the forefront to AI revolution with its fully-embedded generative AI capabilities, including advanced job description automation, real-time talent recommendations, and on-demand pay rate intelligence. The company has built on its already-robust predictive analytics and scenario-building capabilities with added AI-led functionality that provides real-time rate guidance.鈥�
• Total workforce management: 鈥�51风流Fieldglass is focused on delivering comprehensive 鈥樷�� with an offering that combines external workforce and FTE management with a single, global view. Key integrations with 51风流SuccessFactors build on this solution with connections into 51风流Analytics Cloud reporting, human capital offerings (like learning and development), candidate experience automation, and a 鈥榬ecommendation engine鈥� that is embedded across the talent acquisition process.鈥�

Ardent Partners鈥� assessment also praised how 51风流Fieldglass solutions can simplify assignment management, calling it a 鈥渃ore differentiator.鈥� For managing light industrial, blue collar, and services-heavy labor for asset-heavy industries, the 51风流Fieldglass portfolio includes end-to-end capabilities like timeclocks and badging, purchase order management, equipment tracking, resource management, and dynamic bill rate management.

Recommendations from Ardent Partners

How do 51风流Fieldglass solutions fit the needs of organizations looking to purchase a new VMS, or upgrade from their current one? 鈥�51风流Fieldglass deserves strong consideration from enterprises that are seeking a trusted, global, innovative, end-to-end provider that presents cutting-edge technology that converges with total talent management and artificial intelligence,” Ardent Partners concludes. The report suggests the portfolio deserves consideration for these customer scenarios:

• 鈥淏usinesses that desire AI-led tools and technology to guide talent decisions, fuse intelligence into workforce management, and provide real-time staffing insights.鈥�
• 鈥淐ompanies that need a VMS partner that can optimize enterprise-level services procurement spend and SOW management with innovative functionality.鈥�
• 鈥淥rganizations that seek a VMS platform that focuses on Future of Work readiness and skills-based hiring.鈥�

Vish Baliga is chief technology officer for 51风流Fieldglass.

Ardent Partners鈥� 2024 Vendor Management System (VMS) Technology Advisor is designed to help procurement, human resources, human capital, and talent acquisition executives navigate the complex and mature VMS solutions marketplace. This report analyzes and assesses the primary VMS solution providers in the marketplace today. You can .

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.聽

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.

is a leading international bank headquartered in London with a presence in 59 markets. With over 83,000 employees and almost 14,000 external workers, implementing a strategy was crucial for the bank to remain competitive and compliant. Guided by a workplace culture that champions innovation, technology, and sustainability, Standard Chartered supports customers from around the world to open opportunities in new markets and to live up to its brand promise to be here for good.

鈥淔or us, it鈥檚 really important to have that total workforce management view, where we鈥檙e starting to think about workforce planning and skills planning as the future of work,鈥� said Melinda McKinley, global head, HR Strategy and Digital Transformation, Standard Chartered. McKinley key insights from Standard Chartered鈥檚 HR transformation at 51风流Sapphire Orlando.

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Due to changing regulations, the banking sector has faced an increasing demand for workers with specialized skill sets to meet IT and cybersecurity requirements. This has led many finance organizations like Standard Chartered to tap into the external workforce. Today, Standard Chartered鈥檚 external workers are integral to how the organization operates. But initially, it lacked the technology and insights to effectively manage them.

The bank had an over 20-year-old HR system that made it increasingly difficult to innovate and respond quickly to changing business and regulatory requirements, according to Steve Leighton, head of HR Digital Enablement, Standard Chartered and a member of the team undertaking the HR transformation journey since it began in 2017. 鈥淲e wanted to replace that legacy system, transform, simplify, implement a global process, and really make an improvement in the experience.鈥�

One strategic requirement stood out as key to the success of the HR transformation: 鈥淗ow do we join together our permanent employees and our contingent workers to get a total view of the workforce across the organization?鈥� said Leighton, who presented the project results at 51风流Sapphire Orlando. 鈥淭his is a building block in our long-term ambition of being able to perform our strategic workforce planning.鈥�

HR Transformation Wins 51风流Innovation Award

Standard Chartered adopted a total workforce management strategy by integrating with solutions in the cloud to help deliver a truly holistic capability across its permanent and contingent workforce. 鈥淭hat kind of integration 鈥� [51风流SuccessFactors and 51风流Fieldglass] together 鈥� was key for this particular transformation,鈥� Leighton said.

With the implementation of position management, a foundational capability in 51风流SuccessFactors Employee Central that helps organizations create and manage job positions to maintain a desired org structure, the organization achieved a breakthrough in its HR transformation journey as the result of its clear strategic vision.

鈥淥ne of the key things that set us on a path for a future-ready workforce was really embracing the foundational architecture that position management brings,鈥� McKinley said. 鈥淭hat meant immediately we had a visualization of our total workforce 鈥� our contingent and our employee base. It is leading to much stronger data-driven hiring decisions.鈥�

Standard Chartered remediated 75 interfaces to third-party systems, including outsourced payroll solutions, and migrated 3.5 million data records from its legacy platform. It overhauled processes to achieve an 87% reduction of HR reports. With improved visibility of the entire workforce, where legally permissible, it can now capture richer data for diversity and inclusion metrics to further enable its inclusive culture.

A clear focus on employee experience has significantly contributed to the transformation鈥檚 ongoing success. Applying a 鈥渄eep鈥� experience approach, the team evaluated each phase and decision in the project for its potential impact on employee experience. Approximately 200 colleagues participated in user acceptance testing, providing valuable feedback through surveys and interviews. Collecting insights post-deployment also enabled the team to continuously innovate and improve the experience. Among the resulting innovations is a new employee portal with a modernized interface that integrates adoption nudges and chatbots to support colleagues during the hiring process.

鈥淧osition management was a key tenet of being able to facilitate this single workforce capability,鈥� said Leighton, who shared learnings from the project, including the effort required for change management to educate and prepare stakeholders and the diligent approach to the data integration. He noted that this effort paid off by 鈥渃learly culminating in that success.鈥�

Standard Chartered recently for its success in delivering on total workforce management with a focus on experience.

Strategic Vision for Future-Ready Workforce

鈥淲ith SAP, we now have a truly holistic view of our permanent and external workers,鈥� McKinley said. 鈥淭his has not only improved the employee experience and given us richer insights into our entire workforce but has also helped set the foundation for strategic corporate planning, integrated talent management, and management of regulatory requirements.鈥�

Standard Chartered is now focused on leveraging and expanding future-ready workforce capabilities by using the 51风流Analytics Cloud solution for workforce planning. McKinley described how the collaboration of the HR and finance teams is building success for the organization: 鈥淲e鈥檙e working closely with our finance colleagues to bring finance and HR data together a little more seamlessly through the use of 51风流Analytics Cloud, with a view to actually making a difference to bottom-up planning through our corporate plan.鈥�

She noted, 鈥淭he value that will create, by moving agreed workforce modelling into the position charts, I think will be a game changer for us in terms of our future workforce planning and skills planning.鈥�

Total Workforce Management from SAP

A total workforce management strategy allows businesses to keep the whole workforce in focus for increased agility, productivity, and bottom-line impact. 51风流SuccessFactors solutions combined with 51风流Fieldglass solutions can deliver value and efficiency by providing a single view of the entire workforce, allowing managers to onboard, oversee, and pay employees and contingent workers in one place. Organizations using 51风流SuccessFactors solutions 57% greater HR process speed, 54% reduction in time spent by managers on administrative HR, and 40% less time required to fill positions. Organizations using 51风流Fieldglass solutions saw 7.81% savings through competitive candidate sourcing and 16.4% lower project budgets.

Find out more about .

With the recent announcement of 厂础笔鈥檚 expanded partnership with , the vision for enterprise-ready generative AI able to enhance human productivity and development in the workplace is becoming reality. The integration of solutions with Microsoft 365 Copilot and Copilot in Viva Learning will improve how organizations recruit, retain, and upskill their workforces to address skills gaps. In fact, 75% of business leaders say attracting and retaining critical talent is the No. 1 impediment to future growth and success.

鈥淭he skills gap is one of the biggest challenges that organizations are facing today,鈥� said 51风流SuccessFactors Chief Marketing & Solutions Officer Aaron Green, speaking to 51风流customers . 鈥淎s we talk to our customers around the world — and it doesn鈥檛 matter the region, the industry, the size of the organization — we hear one message: How can we change the way we think about skills? How can we be better prepared for the future?鈥�

Transforming Business at Scale

To gauge the transformative scale of the collaboration of 51风流SuccessFactors and Microsoft, it is helpful to look at the reach of both organizations. Today, more than 248 million people use 51风流SuccessFactors software. It is the largest HR suite on the market and available in more than 100 localized frameworks to drive truly global business. As one of the world鈥檚 leading brands, Microsoft supports 1 billion people who use Microsoft Office and 280 million daily active users of Microsoft Teams.

鈥淎I is fundamental to the future of business,鈥� said Green, who put the power of generative AI for the enterprise into context for the audience. 鈥淎I is going to enable all of us to transform business at scale.鈥�

Innovations that Future-Proof the Workforce

51风流SuccessFactors introduced three powerful innovations at 51风流Sapphire that will help businesses future-proof their workforce and address critical skills gaps.

The first innovation comes with embedding generative AI capabilities, in partnership with Microsoft, to enhance recruiting and learning processes. Customers will be able to deliver dramatically improved experiences for employees. These experiences are embedded in the flow of work, so that employees will not need to switch between interfaces or apps to complete a routine task or learning activity. Also, hiring managers and recruiters will be able to create tailored job descriptions and better prepare for interviews — both of which include built-in checks for biased language — through the hyper-personalization capabilities of generative AI. These new capabilities were presented in the demo onstage during the main stage keynote at 51风流Sapphire.

鈥淲e really believe in a big way in this notion of 鈥榠n the flow of work,’鈥� said Kirk Koenigsbauer, chief operating officer and corporate vice president of the Experiences and Devices Group at Microsoft, who shared insights during the panel discussion of the HXM keynote. 鈥淲e think it鈥檚 paramount in terms of driving scale, reducing friction, and increasing the reach of HR systems into places where people are naturally working on a day-to-day basis. Our whole thesis is that if we can build these HR solutions into the flow of work, you鈥檒l get much more adoption, you鈥檒l get much more engagement… We鈥檙e really excited to work with SAP.鈥�

A second key innovation is the introduction of a talent intelligence hub that uses AI to build, maintain, and infer a skills portfolio for each employee in the workforce. This depth of insight, using the whole-self model, enables employees to find personalized recommendations for learning courses, mentors, and internal jobs. Organizations benefit from having an overview of employee skills and improved visibility to carry out workforce planning.

鈥淭his is a moment where we can introduce a way to value workers differently: using data to help them grow in a way that makes sense for them while also supporting the needs within the business,鈥� said Meg Bear, president and chief product officer for 51风流SuccessFactors, in the panel discussion at the HXM keynote. 鈥淲hen we can create an environment where each person thrives, they鈥檙e going to be able to achieve a lot more for the business.鈥�

The third innovation is enhanced functionality that brings together 51风流SuccessFactors, 51风流Fieldglass, and 51风流S/4HANA Cloud for increased workforce visibility across employees and external workers. A recent study found that by increasing their use of external workers. A total workforce management strategy enables leaders to bring in skilled talent to fill roles in mission-critical projects at the right time.

are planned for availability in the 2H 2023 51风流SuccessFactors release.

Total Workforce Management for a Future-Ready Workforce

, a leading international bank with a presence in 59 markets and a focus on Asia, Africa, and the Middle East, adopted from 51风流to remain competitive and compliant. Melinda McKinley, global head of HR Strategy and Digital Transformation at Standard Chartered, spoke with Green onstage at 51风流Sapphire Orlando about what it meant for the organization to modernize its outdated, on-premise technology and how it enabled a future-ready workforce for its 83,000 employees and almost 14,000 external workers.

McKinley described how Standard Chartered applied a total workforce management strategy by integrating with in the cloud to deliver a truly holistic capability across its permanent and contingent workforce. She shared that with the introduction of position management in October 2022, the bank achieved a breakthrough in its HR transformation journey. 鈥淥ne of the key things that set us on a path for a future-ready workforce was really embracing the foundational architecture that position management brings. That meant immediately we had a visualization of our total workforce — our contingent and our employee base, which is leading to more robust, data-driven hiring decisions.鈥�

Standard Chartered remediated 75 interfaces to third-party systems and migrated 3.5 million data records from its legacy platform. It achieved an 87% reduction of reports and improved colleague experience with a new employee portal.

By taking a holistic view of its permanent and external workforce with total workforce management, the HR team at Standard Chartered set a foundation for integrated talent management, management of regulatory requirements, and strategic corporate planning in partnership with the finance team. 鈥淲e鈥檙e working really closely with our finance colleagues to bring finance and HR data together a little more seamlessly through the use of 51风流Analytics Cloud with the aim of making a real difference to bottom-up planning through our corporate plan,鈥� McKinley said.

Standard Chartered transformed its HR processes with total workforce management and .

Developing a Growth Mindset

51风流is committed to a responsible approach to AI and was one of the first companies to define guiding principles for using AI in its software. In this framework, 51风流SuccessFactors solutions use AI to streamline HR processes, enhance workforce planning, and help employees better navigate their careers. While many people are still trying to understand the scope and potential of AI technology, the experts in the panel discussion, each with decades of experience in the tech industry, offered their perspectives on how AI will shape the future of work.

鈥淲e think there is a big opportunity for AI, generally, to eliminate a lot of that mundane work,鈥� said Koenigsbauer, who cited the potential for AI to help people access information differently and be more creative.

Bear agreed: 鈥淲ork will change. We have to adapt as organizations and equip our workers with an understanding that this is an opportunity. Companies that embrace these shifting dynamics, that develop ways to improve because of them — those are the organizations that will grow and thrive.鈥�

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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 51风流SuccessFactors solutions to help integrate all functions, processes, and data. The team worked with 51风流partner for AI-driven talent attraction and processes, to help ensure end-to-end process enablement. The flexibility of (51风流BTP) has enabled Vodafone to address any unique requirements.

With the pilot rollout of 51风流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 51风流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 51风流SuccessFactors customers, to blend 51风流SuccessFactors Learning and 51风流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 .

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

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

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

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

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

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

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

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

Start to think of ways to address skills gaps and empower employees to work how and where they want. Enable employees to work in cross-functional teams based on organizational tasks or projects. They can be across hierarchies or lines of business and help to create an agile working environment while fueling skill development. It鈥檚 also important to take an employee-centric approach to development and growth by providing access to internal opportunities through fellowships, gigs, temporary assignments, mentor programs, and experiential learning. Employees will have the flexibility to create a work experience that is uniquely their own, but it will also create an adaptable workforce that is future ready.

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

Tammie Eldridge is part of Solution Marketing at 51风流SuccessFactors.

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.

Speaking at the Build a Sustainable, Intelligent Enterprise that Starts with Your People keynote session, Popelka underscored the urgency for businesses to focus on the employee experience.

鈥淭he world has changed since we were last together and work has changed, as well. We realize that it is so important to have ,鈥� she said.

That change is having an historic impact on how, where, and why we work, as people rethink how to fit work into their lives instead of the other way around. Human experience at work is now more important than ever for employers that want to create a sustainable workforce and profitable business. As proof of this key shift in the workplace, a recent says that empathy is now one of the leading traits considered for hiring new managers.

鈥淲ork has changed in a huge way,鈥� said Maryann Abbajay, chief revenue officer for 51风流SuccessFactors. Whether you call it the Great Resignation or the Great Reassessment, she said, 鈥淏ottom line, it鈥檚 volatility. It鈥檚 incumbent on managers to focus on employees by spending time with them and to really focus on the employee experience at work.鈥�

Beyond Empathy: How HXM Solutions Support People Sustainability

In today鈥檚 workplace, human resources (HR) has both the opportunity and responsibility to ensure that people are at the center of work by creating an environment in which employees can thrive. This passion for bringing out the individual potential of each employee is the basis for human experience management (HXM), introduced by 51风流in 2019. Connecting data, technology, and business strategy enables every organization to create a sustainable workforce where employees have the agency to shape their careers and feel valued for their contributions.

鈥淧eople sustainability is really about creating a workforce that can evolve in front of market trends,鈥� said Popelka. 鈥淭he way we achieve that is through something we call the ‘whole self model,’ by focusing on the individual and their desires, needs, and passions.鈥�

The whole self model developed by 51风流SuccessFactors is about recognizing the totality of the individual employee, rather than forcing employees into narrow roles or personas. An employee鈥檚 passions, talents, and goals are significant to fulfilling their individual potential. Equally as important are their health, well-being, and belonging. The whole self model looks at all these aspects in developing skills and talent for a better employee experience.

51风流SuccessFactors Opportunity Marketplace, launched in November 2021, uses rich, intelligent data to serve up individualized recommendations for career development and internal mobility — whether through new roles, mentors, fellowships, or internal projects. The employee can pursue their passion while the organization can tap into talent that already exists within their workforce.

鈥淲e can do so much with our products these days,鈥� said Popelka, referencing the capabilities of the broader suite of 51风流S/4HANA for project-based and shop floor work and 51风流Fieldglass for contingent workers. 鈥淚t really provides you the ability to create a total workforce experience through the intelligent enterprise.鈥�

Workforce Planning Gains Speed and Efficacy

Since 1975, the average lifespan of an S&P 500 company has been nearly cut in half. Driving this trend downward is the accelerating pace of innovation, said Amy Wilson, senior vice president of Products and Design for 51风流SuccessFactors, as she took the stage during the keynote session to showcase 51风流SuccessFactors solutions.

鈥淎gile organizations have the best chance to defy this trend, but they need to do two things,鈥� Wilson said. 鈥淭he first is to get a handle on their skills gaps and to truly understand how to plan and rectify them. The other thing that they need to do is to quit all of that top-down work on trying to upskill and reskill, but to instead embrace the power and agency of individuals.鈥�

She shared what this looks like within 51风流solutions by taking the audience through two scenarios for a fictitious professional services firm with needs for project staffing. One of the challenges facing businesses today is the increased speed of workforce planning. In the past, this business process comprised two distinct segments: strategic, skill-based planning for future needs and operational or headcount planning for more immediate needs. In today鈥檚 business environment, these two segments are converging due to the increasing skills gap and pace of change.

The first scenario combined 51风流SuccessFactors, 51风流Fieldglass, and 51风流Analytics Cloud solutions to solve a staffing shortage at the fictitious firm by drilling into the data in different dimensions to identify skills gaps. Based on this analysis, the firm is able to develop strategies to close gaps equitably and with a combination of existing and new headcount. 鈥淭hanks to 51风流Analytics Cloud, this is possible today in our system,鈥� said Wilson.

The second scenario demonstrated Total Workforce Management powered by 51风流S/4HANA Cloud for projects, 51风流SuccessFactors software, and 51风流Fieldglass solutions to provide a single experience to solve a project staffing manager鈥檚 immediate need to find a developer. The manager is able to add a requisition to the 51风流SuccessFactors Opportunity Marketplace for an internal candidate and add a requisition to 51风流Fieldglass for a contractor. After evaluating responses to the posting, the manager selects a junior employee with the intention to develop early talent.

鈥淭his is what the world is all about,鈥� Wilson summarized. 鈥淚t鈥檚 about creating opportunity for eager, young minds and to create those experiential learning situations where we can grow talent.鈥�

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.

In these constantly changing circumstances, leaders need to rely on more than gut instinct or intuition. They need to be able to forecast the impact of their business decisions and have real-time insights across the enterprise that they can trust to make fast, informed decisions that allow both their business and their people to thrive.

Business leaders make thousands of decisions, from setting top-level strategy to organizational changes to recruiting decisions, and each of these decisions has a direct impact on their workforce. Given the scale of workforce disruption that enterprises faced last year — and will continue to face as workplaces evolve — we are pleased to introduce new capabilities that integrate people data from 51风流SuccessFactors software into .

With the vast amount of data available across the enterprise, the challenge businesses face is making sense of the various data sources to derive actionable and trusted insights. As part of 厂础笔鈥檚 vision to across our solutions and power real-time, insight-driven planning and analysis, the new operational workforce planning and analytics capability delivers pre-built content to integrate and visualize data from 51风流SuccessFactors solutions and via 51风流Analytics Cloud. Announced today at SAPPHIRE NOW, the new capability is expected to be available in the third quarter of 2021.

By combining people, financial, and operational data in one place so that leaders can discover, visualize, plan, predict, and ultimately make unbiased and data-driven decisions, the new capability allows leaders to:

• Combine finance data and predictive forecasts to explore areas of high sales and adjust hiring accordingly
• Align employee skills with the needs of the business by assessing growth opportunities based on pipeline and market opportunities
• Combine experience data with performance and trends to glean insights into projected levels of employee attrition and simulate the business impact

With this capability, leaders can better understand what makes employees thrive, spot risks, and create a workforce strategy that is reflective of employee needs and supports ongoing business transformation.

The need to put people first has never been more important. Embracing a data-driven approach will help businesses as they face multifaceted challenges, such as hiring, reskilling and retaining talent, improving diversity, equity and inclusion, and driving cultural change to support ongoing transformation.

Employees have to be at the center of every business decision because people are what drives innovation, creativity, and the success of the business. With advanced and comprehensive workforce planning and analytics, organizations can improve their agility and adaptability while delivering the human-centric experiences needed for sustainable long-term success.

Irfan Khan is president of聽SAP聽HANA Database and Analytics at SAP.
Jill Popelka is president of 51风流SuccessFactors.

鈥淐ompanies are ramping up digitalization projects as they look to protect their brands 鈥� and bottom lines 鈥� in these challenging times,鈥� said John Wookey, president of 51风流Intelligent Spend Management and Business Network. 鈥淒espite this uncertainty, it is exciting to see how companies are leveraging our solutions to manage spend and help ensure that the necessary goods, services and external worker resources are available to not only stay in business, but thrive.鈥�

Procurement is taking a greater strategic and central role helping companies navigate today鈥檚 challenging business environment. At the same time, the need for companies to remain agile has prompted more businesses to tap into the flexible, external workforce talent pool.

Among the companies to have embraced and implemented intelligent spend solutions in the third quarter are Terumo North America and the following:

• Acciona S.A., a Spanish sustainable infrastructure and renewable energy conglomerate, shifted to electronic invoicing with the solution to help increase its accounts payable department鈥檚 efficiency. For greater transparency into its supply chain, Acciona implemented the 51风流Ariba Commerce Automation solution using to exchange information with suppliers in real time.
• Centro M茅dico ABC, a major medical center in in Mexico continued its digital transformation with SAP, including implementation of 51风流Ariba solutions to gain greater visibility into its supply chain and to control expenses.

厂础笔鈥檚 of integrators, implementers and resellers in the third quarter led more than 73% of successful 51风流Ariba and 51风流Fieldglass solution implementation projects. The number of certified consultants continued to grow in the quarter, up 83% over a year ago.

More Than 70 New Customers, 150 Expanded Contracts and 220 Renewals

In addition to over 220 companies renewing licenses for 51风流Ariba and 51风流Fieldglass solutions, more than 150 companies expanded their contracts, such as ABB Group and the following:

• Natura &Co, one of Brazil鈥檚 largest cosmetics manufacturers, embarked on the next phase in its journey to become an intelligent enterprise with the integration of the 51风流S/4HANA and 51风流Ariba solutions, the 51风流Extended Warehouse Management application, and 51风流Analytics solutions to help streamline its procurement and supply chain operations.
• Vestas, a global leader in sustainable energy solutions, completed its worldwide rollout of the solution with the final go-live in China. This builds upon the successful implementation of 51风流Ariba solutions for buying, invoicing and commerce automation. By moving procurement onto one cloud-based platform for supplier onboarding and performance management, Vestas is further improving the experience of its staff and network of more than 2,000 suppliers, while improving cost efficiency, real-time visibility and compliance.

In the third quarter, more than 70 new customers selected 51风流Ariba and 51风流Fieldglass solutions. These include Britvic Soft Drinks Ltd., Indra Sistemas S.A., Siemens Gamesa, VELUX and the following:

• Algar Telecom, Brazil鈥檚 No. 1 telecommunications company, has chosen 51风流solutions to bring key operations under one scalable, reliable and unified platform to continue its digital transformation and boost growth. This includes 51风流S/4HANA Cloud, 51风流Cloud Platform, and 51风流Ariba and 51风流Digital Supply Chain solutions.

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About SAP

厂础笔鈥檚 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 .

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