As part of the BBC鈥檚 continued digital transformation journey, the move to the cloud will mean it鈥檚 simpler and more cost effective for the BBC to run its IT systems 鈥� helping it focus investment on high-quality services for audiences.

RISE with 51风流has successfully replaced the BBC鈥檚 previous model of separate contracts for use of data centres and software licenses 鈥� each of which had annual maintenance, support fees and services. The organisations will roll out further updates over the coming months.

Peter O鈥橩ane, BBC Chief Technology Officer, says: 鈥淲e want to make sure we鈥檙e investing the most we can in services for audiences. By simplifying our IT services, we can focus on running our business and ensure we鈥檙e meeting the needs of our viewers and listeners.鈥�

鈥淭his marks a key moment in the BBC鈥檚 aim to streamline its business operations鈥� added Leila Romane, Managing Director of 51风流UK and Ireland. 鈥淲e are delighted to partner with the BBC and our solutions, backed by the security and availability of the AWS Cloud, means the BBC has the ideal foundation to deliver on its promise to serve all audiences.鈥�

Tanuja Randery, Vice President and Managing Director, Europe, Middle East & Africa (EMEA) at AWS, said: 鈥淲e鈥檙e delighted that the BBC has chosen to move its critical 51风流business systems to run on AWS. Our proven track record in delivering high-performance, secure, and scalable cloud services aligns perfectly with the BBC鈥檚 needs and enables them to improve performance, increase resilience and reliability, and accelerate their digital transformation journey with confidence.鈥�

###

About SAP

As鈥痑 global leader in enterprise applications and business AI, 51风流(NYSE:SAP)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted SAP鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥痺ww.sap.com.

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Decathlon are one of the world鈥檚 largest sporting goods retailers employing 200,000 employees across 2,080 stores in 56 countries across the globe.

With a clear strategy for growth and expansion across the UK and Ireland, Decathlon took a holistic view of their entire people strategy to ensure they were delivering an experience and proposition that attracted and retained the best talent. Experiencing some real challenges with colleague turnover, largely due to the absence of capability and technology, driving colleague retention was an area of real focus. During this review, some challenges with the execution of processes, accuracy of data, and lack of automation in certain areas also become apparent.

Despite the backdrop of the pandemic and all of their stores having to close, Decathlon were able to leverage their online presence and this ensured they were able to proceed with this future investment in their people and the provision of a world class experience for customers. Decathlon UK and Ireland chose 51风流SuccessFactors as their technology solution because in their words 鈥淚t was a one stop shop for all HR and the Business – one tool for all requirements鈥�, with Kronos Workforce Dimensions to manage important time management processes, integrated to EC Payroll.

Instrumental in the success of the programme was the relationship between Decathlon UK and Ireland and Gavdi UK as their dedicated 51风流SuccessFactors and Kronos partner. At the heart of the partnership was an aligned set of values and ethos between both organisations. The deployment strategy was based on utilising existing best practices developed by Gavdi from all of their experiences and deployments, a good starting point to build a solid foundation. for SuccessFactors were the perfect solution to create and deliver a powerful human experience management solution that permitted them to use 鈥榖est practices鈥� and get up and running quickly.

The programme was delivered in a very short timeframe to drive progress and to help the business to achieve the goals agreed in the investment case. All goals set for Year 1 have been achieved with reductions in overall costs, increased data accuracy relating to payroll, and a significant reduction in the turnover of colleagues. This has been achieved through enhanced recruitment and onboarding processes, with an improved overall experience through the ability to execute tasks in a far more agile way. Where previously 35% of their time was spent on administration and manual processes, the level of accessibility and automation has also played a fundamental role in giving time back to store managers to meet with customers and engage with colleagues.

Check out…..

Hear from Nick Francis, Payroll Manager and Project Lead, and watch the success story –

Find out more from Nick at SAP鈥檚 Flagship HR event –

The post Decathlon鈥檚 Digital HR Transformation Journey With 51风流SuccessFactors appeared first on 51风流UK News Center.

has ranked fifth in the Super Large size category and is among 140 UK-based organisations recognised as a Best Workplace™ in Tech by Great Place to Work UK庐.

Our position on this prestigious list is driven by the annual employee engagement survey you completed. The results are based on what employees across all organisations in the tech industry, including SAP, have anonymously reported to Great Place to Work UK庐 – and not all organisations who are surveyed get recognised, only the best of the best.

As an organisation, we鈥檙e committed to ensuring that you feel valued, trusted and able to reach your full human potential, no matter who you are or what you do.

There is always work to be done 鈥� but only by listening to you all can we take action to improve even further, which is why analysing employee experience and benchmarking ourselves against other organisations is important.

Thank you to everyone across the organisation who engaged with the survey and who help us every day to create a great workplace for all.

We are very proud to support you all and thank you for being part of such a tremendous team! If you have any questions at all about the recognition, please don鈥檛 hesitate to get in touch.

You can find the full list ranking, along with the annual UK’s Best Workplaces™ for Tech publication here:

The post 51风流Officially Named As A 2022 UK鈥檚 Best Workplaces™ In Tech appeared first on 51风流UK News Center.

The importance of every role

The honey bee is one of nature’s most successful superorganisms. The nature of a superorganism means that they work in perfect synergy at all times.

There are three roles of a bee in the hive:

1. The queen

2. The worker

3. The drone

Each role assumes various, equally crucial responsibilities. Without the support of the drones and the workers, the queen bee is unable to establish new colonies. No single role can survive without the support of the entire colony.

Collective Intelligence

This is where the phenomenon of the听Hive Mind听comes in. Bees avoid a total collapse of operations through a biological programming that provides them with total visibility – constantly – of what is happening in the hive. This collective intelligence is referred to as the hive mind. I will return to this phenomenon shortly.

The Rise of the External Workforce

Through speaking to many of our customers, it is evident that businesses often have a system in place to manage their internal workforce with a close eye. However, an average of 42% of the workforce is actually external to the main business and is consequently not being managed through the usual HR systems and processes. Similarly to a network of superorganisms, the importance of each role should not be underestimated, whether internal or external to your business.

We have all seen how unprecedented global events have highlighted the importance of agility in business. The ebbs and flows of supply and demand in light of such disruption mean easy and efficient access to temporary skilled workers is more important than ever before.

The Artificial Hive Mind

Unfortunately, unlike bees, we do not have an innate biological computer to determine who is doing what, and when. What we can have in its place, however, is a Vendor Management System like . A Vendor Management System can provide us with a computerised Hive Mind and equip us with that superorganism level of visibility and granularity.

Who, what, where, and when?

As I mentioned earlier, despite the undeniable importance of having control over the external workforce, most customers with whom we speak have blind spots in their data – or worse – absolutely no solid source of data whatsoever. By identifying these blind spots, and keeping tabs on听who听is doing听what,听where听they are doing it and听when听it was done, businesses are able to take advantage of the following opportunities:

• Financial visibility 鈥� simply fit the external workforce category into the wider jigsaw of your total spend
• Tracking assets 鈥� making sure costly assets are returned when a worker is off-boarded to avoid leakage of this capital from your business
• Market rates 鈥� ensure you are paying in line with the market rate for a particular skill set
• Overtime costs 鈥� identify where a high amount of your spend is going on workers working overtime and validate if this can be remedied
• Discount capture 鈥� do you have big services contracts that could benefit from negotiation?
• Onboarding and offboarding happens a lot more frequently with external workers, automating this allows efficiency and time savings on this process
• Certifications 鈥� be sure you are vetting and hiring workers who have all necessary qualifications for the role and keep a paper trail of this for compliance audits

In summary, your External Workforce is a glaringly obvious first port of call if you’re looking for ways to improve your bottom line and drive compliance. Make sure it doesn’t go overlooked.

The post What’s the Big Buzz about the External Workforce? appeared first on 51风流UK News Center.

听

London, UK – (NYSE: SAP) released new research today which reveals NHS workforces feel overworked, overwhelmed and have had their wellbeing overlooked as a result of managers lacking the tools to be able to effectively support them.

Taking the temperature of employee experience

The study, conducted by YouGov, suggests that despite tackling one of the world鈥檚 biggest humanitarian crises in recent years, NHS frontline staff feel underappreciated. Tired (63%), stressed (61%), overwhelmed/anxious (49%) and burnout/exhaustion (46%) topped the list of adjectives frontline workers used to describe how they have felt over the last two years.

The majority of frontline workers do not believe their managers can influence their careers. Of those who believe managers are not adequately equipped, half think that managers don鈥檛 have the hands-on clinical skills to better understand staff issues, while over a third (37%) think they have limited authority and influence on hospital performance. On top of that, almost half (49%) think there鈥檚 not enough investment in the necessary tools and systems that can help with their progress.

This has led to a culture where training and development is fundamentally at risk. Three quarters (74%) recognise that managers are stretched and that they don鈥檛 have the time to juggle their core responsibilities and manage staff at the same time. Over half (56%) think managers are not provided with adequate staff wellbeing training, while over a third (35%) agree that managers are not equipped with the right technology to keep a consistent and accurate record of each employee.

Managerial disconnect

The study also reveals how managers feel about their role in the NHS. While the majority of those surveyed (78%) agree that they want to be able to provide clinical staff with clear, personalised career path lines, less than two-thirds (64%) feel empowered to support their staff and adapt to diverse needs.

Managers are sympathetic to the challenges of frontline staff, but are working with limited resources to ensure they can perform better in their roles. Nearly nine in ten (89%) want the opportunity to harness technology to deliver great people and line management services. The majority (80%) think that having access to more/better digital tools and platforms will help them to create more timely, standardised service for both patients and staff, while over two thirds (71%) think this will help them to focus on priorities that improve the working lives of NHS staff.

Connected, aligned and empowered

There鈥檚 a clear appetite to see change within the current workforce management system. Staff would benefit from specific functionalities that will not only help them with their career progression, but will also allow them to do their jobs better and spend more time looking after patients:

• Almost a third (32%) of frontline workers surveyed would like to be able to apply for new roles within NHS Trusts with ease, as part of their career progression
• A fourth (26%) would like access to resources that would help with their career development
• One in four (24%) would like the system to have better, more intuitive user experience and functionality
• A fifth (20%) would like their line manager to be able to add specific goals about their career development
• Nearly one in four (23%) would benefit from having the ability to request mental health support.

鈥淲hile frontline staff and NHS management have shown immense resilience, the pandemic has exposed yet more shortcomings in the healthcare service鈥檚 business processes, systems and applications, especially in those designed to support its ever-pressured workforce鈥� said Satpal Biant, Head of Public Sector, 51风流UK&I. 鈥淎s shown in our research, it鈥檚 clear that there are significant opportunities to transform the employee experience across the NHS and empower managers to better look after their staff. Technology isn鈥檛 a silver bullet solution for these problems, but it鈥檚 an effective enabler 鈥� by applying technological tools we can create long-term, trusted, sustainable, people-first systems that meet the needs of every single employee, every day.鈥�

51风流offers several industry leading cloud software solutions which are tailored to efficiently improve processes within the public sector industry, including the NHS. With software ranging from HR and people transformation solutions, to data intelligence, 51风流is leading the way in transforming and digitising government departments and institutions.

Download the full 51风流report to find out more about our commitment to help the NHS digitally transform.

Visit the 51风流News Centre. Follow 51风流on Twitter

The post Half Of NHS Frontline Staff Say Lack Of Investment In Tech Is Hindering Their Wellbeing And Career Progression, 51风流Survey Reveals appeared first on 51风流UK News Center.

Anyone who has ever undergone a major technology implementation realises, often too late, that cultural transformation goes hand-in-hand with any digital transformation. With more than 20 years of experience helping individuals and organisations achieve peak performance, including spending the last ten years in global HR Advisory roles for SAP, Michael Esau has seen and helped organisations manage a fair share of organisational changes. The most significant of those changes has likely been the way technology has transformed the way organisations operate, collaborate, and communicate.

Recently, Michael sat down with Satpal Biant, Head of Public Sector at 51风流UK & Ireland, to discuss how organisations like those in the UK public sector who are currently implementing the Shared Services Strategy, can get employees onboard from the outset and how organisations can use the process of digital transformation to their advantage 鈥� to identify outdated processes and identify where automation and collaboration can create a more productive, efficient and successful organisation.

Satpal: Michael, we鈥檝e both been in the trenches on many major digital transformation programmes in the Public Sector; from a people-perspective, what do you think is the essential starting point when guiding a customer through the 51风流transformation journey?

Michael: The most fundamental thing for organisational leaders to do is to set that North Star; to know how you want the technology to work for you and your organisation. For example, if a department is considering implementing new HR processes, it should be thinking about its end-goals like making onboarding journeys straightforward, as well as making the workplace a great place to learn, grow and perform well for existing employees.

Technology transformation should be 鈥榖ottom-up鈥� rather than 鈥榯op-down鈥�. Of course, the initial pressure to change may come from the top 鈥� the Shared Services Strategy for Government is a good example of this. But the execution of change must be done with a people-first mindset, with buy-in from all stakeholders.

So, when we look at organisational change, we work with our clients to answer four key questions:

1. What is humanly desirable? In other words, what does the organisation want to achieve and change?
2. Is what we want to change organisationally doable when considering the operating model, the proposition and the existing team and hiring requirements?
3. Is it technologically feasible? For example, is there the data integration capability needed?
4. Finally, is a transformation economically viable?

Fundamentally, organisations must be clear on the final destination – the North Star. The technology is just there to enable that change to happen.

Satpal: That organisational transformation can be difficult to navigate, especially when an organisation has never gone through such a fundamental and systematic change.

This is especially true of many public sector organisations. In the past, Government technology transformation was often focused on the front end, user-interface experience, without touching the legacy back-end systems. But now with the UK鈥檚 Shared Services Strategy, that change needs to be implemented end-to-end. How do we help customers, particularly in the public sector, feel comfortable taking that leap?

Michael: One of the key things that makes 51风流a transformation partner of choice is that we respect our customers need for consultation and flexibility. Many of our competitors offer one-size-fits-all solutions, but because our solutions are modular, organisations can 鈥� I suppose 鈥� 鈥榖ite the elephant鈥� rather than eating the whole thing at once. Their rollout is fully customisable, and they can remain agile, which is important from a proposition perspective.

Satpal: That鈥檚 true 鈥� many of our partners have told us that our flexible implementation process has helped their organisations adopt a culture of agility. People often view digital transformation as moving from fixed state A to fixed state B 鈥� which is a legacy transformation mindset. It鈥檚 actually a change from where you are now, to a position where you can be adapting to new requirements. It is a significant mindset shift though, and presumably that new mindset is a big factor in those initial discussions.

Michael: We don鈥檛 assume that customers have experienced transformations like this in the past, so we take the time to share the key considerations that underpin the change and the decisions required to get ready to execute the change 鈥�

When embarking on a change or transformation, knowing that the organisation is committed to change is super important. Needing to change versus committing fully to change are two separate things. We advise customers to identify who will be impacted by the change – which stakeholders are involved. We discuss the changes with those stakeholders, ensuring everyone understands and is committed. But we don鈥檛 stop there, we provide powerful business process intelligence to show end users how the processes they use today will change in the future, well in advance of any technology being deployed, we call this simulating the change. The benefits of this unique approach can be significant, from reduced cost on change management right through to de-risking the transformation programme.

The other part of driving customer success is by looking 5 years ahead. A major piece of advice to all of our customers is to work backwards from the desired outcomes. How will the organisation know it is making the desired progress, is moving the needle in the right areas and progressing as planned Advising customers to think about the change considerations and rigorously applying them, is vitally important to the attainment of any change programme.

Satpal: Ensuring that buy-in, again, from the bottom-up is so critical to a successful transformation. Some of our customers choose to capture employee sentiment in tools like 51风流Qualtrics throughout their technology change programme as well. This is a powerful way to reduce resistance to solution adoption that can hamper implementations, and ensure employee satisfaction with their day-to-day technology and IT support processes. Our collective experiences over the last few years has also made that stakeholder commitment easier in some ways as most people know that a cloud transition can enable new, better ways of working. SAP鈥檚 transformations not only change the emphasis of work 鈥� building processes around collaboration and communication 鈥� but also enable hybrid working. It鈥檚 easier to secure staff buy-in because they realise it will enable them to do all the things they could do before, but with less complexity and with new capabilities to manage data and stay secure, as well as to work more flexibly.

Michael: The transformation can be an empowering and a positive cultural change. A lot of public sector organisations have technology that can鈥檛 be operated remotely, meaning large groups of people always had to be in the office. By enabling people to work remotely you are challenging existing practices and preparing leaders for the future of work, by helping them build trust with employees who have been given greater flexibility and freedom.

Satpal: 鈥nd using technology to lay that foundation for agility and embracing the future of work is often the real North Star in all of this. We鈥檝e always been about people, process, outcomes, and working backwards from what the customer wants to achieve. Technology is almost the easiest part because culture sits around that. But the role of the leader and the employee in the long term? That is the most important success factor, and that is why we spend so much time coaching organisations to feel confident in their motivations and goals.

The post A People-First Approach To Digital Transformation appeared first on 51风流UK News Center.

Likewise, some (primarily front-office) functions have transitioned to the cloud while others (usually back-office) are still running with on-premise, legacy systems, adding to the Government鈥檚 Technical Debt.

This siloed approach has fostered inefficiencies, increased complexity and has hampered organisations鈥� ability to share data with each other. It has also made it difficult, if not impossible to track end-to-end processes across the Government due to differences in the way data is captured and held.

These problems have only been exacerbated by the pandemic as home working and isolation measures have created a greater reliance on digital services. This in turn has placed additional stress on civil servants who are constantly required to learn new skills to engage with and deliver citizen services, and potentially move across departments within the Civil Service to support with capacity.

Announced in March 2021, the Government鈥檚 Shared Services Strategy for Government is designed to address these problems. It will consolidate digital services across five multi-department shared-services centres, categorised as 鈥楧efence鈥�, 鈥極verseas鈥�, 鈥楽ynergy鈥� (previously called 鈥楧elivery鈥�), 鈥楳atrix鈥� (previously called 鈥楶olicy鈥�) and 鈥楬MRC-led鈥�. The Strategy provides a roadmap for more streamlined and harmonised services featuring cloud-based modern ERP systems that are user friendly and easily integrated. 听, the Director General, Government Business Services: “[It] will allow the Civil Service to deliver insights; continuously improve to drive down costs; develop accessible, intuitive, and useful systems for civil servants; and innovate and embrace competition.鈥�

The Government has high aspirations for its digital transformation strategy 鈥� and rightfully so. Over the past decade, private enterprises have recognised enormous efficiency, integration and cost-saving benefits from similar cloud-transformation programmes. However, there are some considerations, unique to the public sector, which public sector change leaders must address before embarking on what will ideally be a long-term partnership between the organisations and the technology providers chosen to deliver results.

1. Accept that change is inevitable

鈥淚f it鈥檚 not broken, don鈥檛 fix it, right?鈥� In this case: wrong. One of the key challenges that public sector organisations will likely face in their move to a Shared Services model will be leaving behind familiar systems that have been highly customised to meet their organisation鈥檚 perceived needs.

However, even without the Shared Services Strategy, most legacy systems being used in the public sector today are already aging and out-of-date. Many organisations still don鈥檛 have a clear pathway to the cloud for their back-office systems. Existing systems need to be replaced to keep pace with technological advancements and to benefit from next generation, modular cloud ERP platforms, processing capabilities, automation and cybersecurity safeguards. Some vendors may compare moving to a new ERP system to a simple upgrade. In truth, completely new systems and processes will need to be put in place, data will need to be migrated and the user experience will change, for the better.

Because of this, it may be easier and more cost effective for organisations to move to a new technology vendor to support the transformation programme, rather than remain with an old provider that doesn鈥檛 provide the right level of technology capabilities, services or support.

2. Focus on value over price

In the past, traditional public sector procurement methods have been primarily based on a very simple evaluation criteria: Allocate a high percentage of marks to the lowest price.

This approach has historically not delivered the best outcome for customers, resulting in delayed projects or solutions that don鈥檛 meet the full scope of the requirements. 听These ill-conceived projects then must be managed through change control, leaving behind a trail of higher costs and at best strained and at worst completely broken relations between the customer, ERP provider and system integrator, in the courts and for all to see in the public domain.

Moving forward and when transitioning to the cloud, we all need to consider an alternative approach to procurement, by adopting a commercial model that makes all the parties work together with a common goal and shared governance. A commercial model where all the suppliers are more accountable and have 鈥榮kin in the game鈥�.

The best outcomes occur when all parties are prepared to engage in a spirt of openness. Where the ERP vendor can really get to understand the business pains relevant to each department and structure a commercial model that is linked to deliverables, outcomes and benefits. Mitigating risk and delivering a much greater return on investment and faster time to value.

3. Embrace and simplify working with commodity cloud hosting providers

While public sector organisations will always want the assurance of working with an experienced ERP vendor, they should also benefit from the flexibility and economy of scale that come from working with the some of the most innovative dominating cloud services 鈥� known as commodity cloud hosting providers or hyperscalers. In fact, many public sector organisations are already working with commodity cloud hosting providers; it makes sense for them to choose a partner who will continue to leverage and scale the exiting relationship.

There is incredible power behind the innovation and sustainability that commodity cloud hosting providers鈥� data centres deliver, which means data centre resources are easily accessible, cost effective, reliable, and scalable. That scalability means having an ERP partner that can grow with the organisation, deliver on a multi-cloud strategy for its ERP business applications or adapt to new requirements are strategically important considerations. This is especially essential in a fluctuating world.

4. Think adoption not adaptation

The civil service is not a single employer; individuals are contracted to their department. As policies and processes have diverged from organisation to organisation, so too have technology processes, as they have been customised to meet the specific needs of its users and department.

At first glance, the shared services strategy seems to put paid to the ability of organisations to use programmes customised to their organisation. Yet, while it鈥檚 true that the Strategy will emphasise common data standards and greatly increased data sharing across departments, a next generation, modular cloud ERP system will still allow departments to configure their solution to a way that works best for their organisation, while still working within the frameworks of the larger organisation / cluster.

5. Choose secure in-country services

The public sector has tight regulatory requirements which increasingly require secure in-country cloud services. This allows organisations to support the UK鈥檚 Critical National Infrastructure in areas such as healthcare, transport, education, policing, central and local government, and utilities.

The impact of this can鈥檛 be overstated. By modernising and transforming systems through cloud transformation, services are simplified, unnecessary costs removed, and capacity is created for staff, such as frontline workers, freed up to carry out crucial roles 鈥� without being waylaid by cumbersome and time-intensive administrative systems. In addition to driving significant efficiencies, harnessing public cloud with sensitive data will facilitate better insights, driving faster and improved decision making to transform citizen services.

The Shared Services Strategy is an ambitious undertaking but one that is both achievable and beneficial to everyone involved 鈥� the Government, the civil service and citizens. It has unlocked an unprecedented opportunity to rethink how the Government interacts with its citizens and points the way to a more enabled, empowered and ultimately progressive future of government services. We at 51风流welcome the Strategy and look forward to the opportunity to partner with you in delivering a successful programme.

Satpal Biant, Head of Public Sector, UK & Ireland

The post Five Considerations For Organisations Implementing The Government鈥檚 Shared Services Strategy appeared first on 51风流UK News Center.

The topic of virtual office working has been a hotly debated topic. What鈥檚 also clear from articles such as 鈥溾��¹ is that we can expect some turbulence. Employees coming through this period are evaluating whether they wish to continue employment with their incumbent employer or seek pastures new. 听As many as one in twenty (4.7%) UK workers resigned from their role throughout the pandemic². ^听听Not a small number.

As we enter the next decade, data is telling us that we can expect a few things to occur. We have an aging workforce which will create a deficit in the working pool. We anticipate there will be skill shortages, and the next generation coming into the workplace are bringing a new level of expectation and a more defined set of preferences when it comes to how they wish to work. Knowing all of this, it isn鈥檛 a surprise therefore that the attraction and retention of talent has become a strategic imperative.

Which brings us to purpose. A reason for doing something, a reason for existence in some cases. For many, the decision to work in an organisation begins with purpose. Does the organisation align with my set of values, does it care about the things that I care about?

The topic of purpose featured on episode 5 鈥溾�� of the Human Factor podcast series with special guest Harriet Green OBE and former Chairman & CEO, Asia Pacific at IBM. 听During the podcast, Harriet shared her insights from a CEO perspective and how she created a purpose within organisations she led across multiple continents. Harriet said 鈥淚t starts with your brand promise. A brand in essence is a commitment, a promise. A promise to all your stakeholders who own your business. If it’s a business, those in government, those in the organisation, your employees, your partners, and your clients. 听That commitment and promise has to be absolutely evident, not just in the outcomes, but the product, the capabilities, the solutions and in all of the interactions with those inside the organisation.鈥�

The subject of attracting and retaining great talent featured heavily in the conversation and Harriet had some clear words of warning and advice on this critical issue – 鈥渋n terms of things like the , if you are not in position with an authentic, believable commitment, a powerful set of values that really drive diversity and inclusion that not only hires super people, but progresses and retains them, then you will lose that war for talent, and whether you’re a government organisation, or business, you lose the war for talent. You don’t have great people, then you certainly won’t have great clients, and that is the end of a business鈥�.

As organisations wrestle with the retention challenge, it is becoming apparent that going back to the basics of 鈥渨hat your brand commitment and purpose are setting out to achieve鈥� is clearly important to new employees. During the podcast, Harriet shared her belief that as we go through this 鈥渞eset鈥�, it does represent an opportunity for organisations to include their employees in revisiting/redesigning what the future employee value proposition should look like. She fundamentally believes that bringing together diverse teams to work on some of our most complex challenges will achieve great results.

In summary, the conversation with Harriet and her thoughts, especially around retaining talent and really being inclusive in terms of defining the future proposition, are going to be crucial to creating the climate and conditions where people want to join, want to stay and want to grow. Getting that right is without doubt a pre-requisite to employees then feeling as if they are in a place where they feel they belong. 听As Harriet reinforced in the podcast 鈥淭hat sense of belonging needs to be anchored to an authentic, believable commitment, a powerful set of values that really drives diversity and inclusion鈥�.

Listen to 听– Episode 5 of the Human Factor podcast series by 51风流with Harriet Green OBE.

¹

²

The post The Importance Of Purpose In Creating A Sense Of Belonging appeared first on 51风流UK News Center.

In the 2020/2021 , the NHS Chief People Officer and Chair of Health Education laid out the to set expectations about leadership and what would make the greatest difference in improving NHS employees鈥� experience in the workplace. It focuses on how NHS People must continue to look after each other and foster a culture of inclusion and belonging, as well as take actions to develop and grow its workforce, invest more in its people and effectively work together to deliver patient care.

There are four critical commitments outlined in the plan 1) looking after people; 2) belonging in the NHS; 3) new ways of working and delivering care and 4) growing for the future. While it is inspiring to see employees at the top of the totem pole there will be undeniable challenges to address on this mission to modernise the NHS.

Critically, how will the People Plan be measured? Setting ambitious goals is one thing but how realistic and achievable are they currently? How will the NHS know whether the plan is working? How will employee experience improvements get measured? How routinely and uniformly will that be undertaken? How equipped is the NHS now to implement change on the ground?

The changes being rolled out such as tackling discrimination, focusing on quality health and wellbeing support and effectively utilising existing staff skills, will undoubtedly improve the employee experience, but many of these changes will be small and incremental. They will require a change in daily habits to really impact the culture. For these practices to be impactful, the NHS needs to monitor those habits and analyse the outcome for an accurate picture of best practices i.e. 听what works, how it works and how do we implement and maintain it.

In our recent 51风流and Qualtrics e-book, we explore the challenges facing the NHS today and ways the NHS can harness the power of technology to listen more actively, respond more quickly and work more effectively to better service employees, communities and patients. We鈥檙e honoured to be able to offer these insights on behalf of the people who look after us so well.

To find out more .

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LONDON, UK听鈥� (NYSE: SAP) today announced that global independent exploration and production (E&P) company , has selected to modernise its human resource capabilities for its 1,400 employees in eight countries across Europe, North Africa and Asia Pacific.

With the aim of creating a more flexible, engaged and empowered workforce, Neptune Energy, which already uses 51风流SuccessFactors for talent and performance management, is enhancing the usage of the SuccessFactors technology footprint to enable a shift from transactional human capital management (HCM) to end-to-end experiences with 51风流SuccessFactors Employee Central as its core HR management platform by the end of 2021.

Amanda Chilcott, Group HR Director at Neptune Energy, said: 鈥淲e aim to be an employer of choice and it鈥檚 vital that we provide an exciting, dynamic environment for our employees that reflects the agility and entrepreneurialism of our company culture. Moving our global HCM function into the cloud with HXM solutions from 51风流will enhance the employee experience through greater data transparency and improved self-service and automation, as well as increasing our ability to scale our people function along with the business.鈥�

Kaveh Pourteymour, Chief Information Officer at Neptune Energy, said: 鈥淥ur ambition is to become the leading global independent E&P company and partnering with industry-leading technology providers is an important part of our . By standardising and automating our end-to-end processes with 51风流we can deliver a best-in-class user experience and become a safer, faster and better organisation. 51风流has world-class technology, so we know it鈥檚 the right platform to provide the growth engine for us.鈥�

Leila Romane, Head of 51风流HXM, UK & Ireland, said: 鈥淣eptune Energy is embarking on an exciting mission to maintain its long-life, low-cost global portfolio, scale-up partnerships and investments in lower carbon technologies and reduce its operational emissions. To support this mission, Neptune Energy needs a unified and modernised Human Experience Management (HXM) Suite to unite and engage its global workforce. By leveraging the power of SAP, Neptune Energy is laying the foundation for long term sustainable growth and innovation in the cloud. 51风流is delighted to be part of this innovation with Neptune Energy.鈥�

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The post Neptune Energy Embarks On Digital Transformation To The Cloud With SAP appeared first on 51风流UK News Center.