Moving Mountains discusses how investing in human capital through performance and talent management software can drive significant financial results for companies by improving strategy execution. It summarizes research showing customers of SuccessFactors saw faster communication of strategy, goal setting, focus on priorities, and project completion after implementing the software. The document advocates aligning employees' performance with strategy to realize the full potential value of the strategy. It argues the greatest lever for performance is human capital, since employees drive 85% of financial results, and performance management software can help companies better understand and improve the distribution of performance levels among their workforce.
HR Driving the Business of the BusinessAnil Saxena
This is a presentation built around a session I lead. The purpose of this session is to support the movement that HR is a unique position to be a primal force in driving organizational performance:
o Increasing Market-share
o Driving customer loyalty
o Enabling positive public perception
o and so much more
“The senior HR executive [needs to be] a business person first and an HR leader second. They need to decipher and deliver.” - Claude Balthazard and Susan Robinson
Senior HR leaders drive and create the nexus of the where the business and the only resource that appreciates meet, its people.
But how does that happen? How does all of HR become an integral tool to drive overall organizational performance in measures that matter to business leaders - increased revenue, increased sales per customer, lower customer acquisition costs, and all the other measures that senior leaders make decisions based upon?
By leading the effort to become a Culture of Performance.
Post Merger Integration Integrating It PowerPoint Presentation Slides SlideTeam
Merge two organizations into one successfully with content-ready Post Merger Integration Integrating IT PowerPoint Presentation Slides. Execute the process of combining two organizations into one with ease and clarity. Use ready-made post-merger integration PPT slideshow for a better acquisition. Merge assets, people, resources, tasks, IT, etc. using mergers and acquisitions PowerPoint templates. This complete business acquisition PowerPoint presentation deck comprises of templates such as role of IT in post-merger integration, synergies in IT integration, approaches to IT integration, IT integration framework, and post-merger IT planning, Incorporate these templates for a better execution of acquisitions of two businesses. This ready-to-use PowerPoint presentation deck is suitable for processes like program management, project management, change management, corporate finance, management due diligence and more. Incorporate the right synergies, build capabilities, shape the new culture with post-merger Mckinsey PPT templates. Make sure that the two teams are integrated in the best possible way and all the necessary steps have been taken using post-merger checklist. Make the complex process of combining and rearranging businesses easy with the help of post-merger integration IT PowerPoint presentation templates. Encourage acts that benefit everyone with our Post Merger Integration Integrating It PowerPoint Presentation Slides. Be able to do good for the community.
Key Customer Account Management is the master-key to quantum sales improvement and retention of key customers.Yet few companies are able to convert good intentions to effective programs. Dr Wilfred Monteiro India's leading sales performance guru share a few insights and ideas.
When management opens the books and reveals the financials to the workforce, it is a sign of good faith, entrusting employees with the tools to make business improvements. It is also evidence of a commitment to collaboration, giving employees the broadest and deepest exposure to major changes in the business.
HR Driving the Business of the BusinessAnil Saxena
This is a presentation built around a session I lead. The purpose of this session is to support the movement that HR is a unique position to be a primal force in driving organizational performance:
o Increasing Market-share
o Driving customer loyalty
o Enabling positive public perception
o and so much more
“The senior HR executive [needs to be] a business person first and an HR leader second. They need to decipher and deliver.” - Claude Balthazard and Susan Robinson
Senior HR leaders drive and create the nexus of the where the business and the only resource that appreciates meet, its people.
But how does that happen? How does all of HR become an integral tool to drive overall organizational performance in measures that matter to business leaders - increased revenue, increased sales per customer, lower customer acquisition costs, and all the other measures that senior leaders make decisions based upon?
By leading the effort to become a Culture of Performance.
Post Merger Integration Integrating It PowerPoint Presentation Slides SlideTeam
Merge two organizations into one successfully with content-ready Post Merger Integration Integrating IT PowerPoint Presentation Slides. Execute the process of combining two organizations into one with ease and clarity. Use ready-made post-merger integration PPT slideshow for a better acquisition. Merge assets, people, resources, tasks, IT, etc. using mergers and acquisitions PowerPoint templates. This complete business acquisition PowerPoint presentation deck comprises of templates such as role of IT in post-merger integration, synergies in IT integration, approaches to IT integration, IT integration framework, and post-merger IT planning, Incorporate these templates for a better execution of acquisitions of two businesses. This ready-to-use PowerPoint presentation deck is suitable for processes like program management, project management, change management, corporate finance, management due diligence and more. Incorporate the right synergies, build capabilities, shape the new culture with post-merger Mckinsey PPT templates. Make sure that the two teams are integrated in the best possible way and all the necessary steps have been taken using post-merger checklist. Make the complex process of combining and rearranging businesses easy with the help of post-merger integration IT PowerPoint presentation templates. Encourage acts that benefit everyone with our Post Merger Integration Integrating It PowerPoint Presentation Slides. Be able to do good for the community.
Key Customer Account Management is the master-key to quantum sales improvement and retention of key customers.Yet few companies are able to convert good intentions to effective programs. Dr Wilfred Monteiro India's leading sales performance guru share a few insights and ideas.
When management opens the books and reveals the financials to the workforce, it is a sign of good faith, entrusting employees with the tools to make business improvements. It is also evidence of a commitment to collaboration, giving employees the broadest and deepest exposure to major changes in the business.
Once focused on more administrative functions and streamlining processes, today's talent management professional must have a direct impact on the organization's ability to meet it's business goals.
In this compelling new webinar, you will hear unique perspectives from a panel of special guest experts (Practitioners, Consultants & Vendors) on how High Impact Talent Management is being used by today’s HR leaders to improve engagement, retention & bottom line results by focusing on 3 key areas:
· Strategic HR - How to develop a consultative HR role aligned with business goals & line manager success.
· Effective Line Managers - How to create better leaders of engaged employees with the right talent, technology & decision support
Engaged Employees - Implementing the right programs, processes and technology to attract, engage and retain a highly productive workforce
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
Request Talent Management Demo http://www.PeopleStreme.com
Know your people, find your people, keep your people. PeopleStreme's Talent Management Generation3 is innovative talent management software that enables organisations to successfully manage their talent, set up career development plans, improve the succession planning process and drive employee retention rather than respond to unexpected resignations.
Ownership transition activity in the architecture and engineering (A/E) space is certainly on the upswing with the Baby Boomer generation looking to retire in increasing numbers. But, how ready are you for taking on the task of transitioning ownership of your firm? Have you primed the pump with a list of possible successors?
Radical Value Creation: Case Study of a Successful Middle Market TurnaroundDavid Johnson
This case study reviews the successful turnaround of a middle market construction company.
The case offers an illustration of the extreme value creation that is possible in a turnaround, as well as the many challenges of engineering a successful turnaround.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
PSMJ Newsletter October 2015-The place where A/E/C firm leaders get proven ad...Frank A. Stasiowski, FAIA
Where can you find the most innovative results-driven strategies and tactics for A/E/C firm leaders? It is all right here...in every issue of Professional Services Management Journal. PSMJ is one of the fastest-growing and most action-oriented sources of proven advice...for less than you probably spend on coffee each week!
We've been hard at work making PSMJ more relevant, timely, and action-oriented than ever before! In fact, no other industry publication has the power to transform your firm's growth and your career like PSMJ.
Sample a complimentary edition here and then subscribe at http://store.psmj.com/publications/newsletters/professional-services-management-journal/
Driving Operational Efficiency, Engaging the Business and Managing Change Across Shared Services
Mastering the Change Management Challenge for Stronger Talent and Consistent Performance
Managing an asset management business is unique. Not only is it a professional service business but extraordinary portfolio management and sales talent is critical to the business. Balancing the business and the profession is essential.
Effectively Planning an Exit or Transition: Part IIJim Gitney
90% of the owners of closely held companies who are over 55 don't have a formal exit plan. They don't know what their personal strategy is and haven't put together a business strategy to support their needs when they exit the business.
It is a complex and somewhat emotional issue. This presentation breaks the process down into its fundamental elements and the priority of the activities an owner must undertake to have a well thought through exit plan.
Turnaround of a Family-owned CPG CompanyDavid Johnson
Abraxas Group recently designed and led the successful turnaround of a family owned company during the COVID-19 pandemic. The success of this turnaround offers valuable lessons.
Once focused on more administrative functions and streamlining processes, today's talent management professional must have a direct impact on the organization's ability to meet it's business goals.
In this compelling new webinar, you will hear unique perspectives from a panel of special guest experts (Practitioners, Consultants & Vendors) on how High Impact Talent Management is being used by today’s HR leaders to improve engagement, retention & bottom line results by focusing on 3 key areas:
· Strategic HR - How to develop a consultative HR role aligned with business goals & line manager success.
· Effective Line Managers - How to create better leaders of engaged employees with the right talent, technology & decision support
Engaged Employees - Implementing the right programs, processes and technology to attract, engage and retain a highly productive workforce
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
Request Talent Management Demo http://www.PeopleStreme.com
Know your people, find your people, keep your people. PeopleStreme's Talent Management Generation3 is innovative talent management software that enables organisations to successfully manage their talent, set up career development plans, improve the succession planning process and drive employee retention rather than respond to unexpected resignations.
Ownership transition activity in the architecture and engineering (A/E) space is certainly on the upswing with the Baby Boomer generation looking to retire in increasing numbers. But, how ready are you for taking on the task of transitioning ownership of your firm? Have you primed the pump with a list of possible successors?
Radical Value Creation: Case Study of a Successful Middle Market TurnaroundDavid Johnson
This case study reviews the successful turnaround of a middle market construction company.
The case offers an illustration of the extreme value creation that is possible in a turnaround, as well as the many challenges of engineering a successful turnaround.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
PSMJ Newsletter October 2015-The place where A/E/C firm leaders get proven ad...Frank A. Stasiowski, FAIA
Where can you find the most innovative results-driven strategies and tactics for A/E/C firm leaders? It is all right here...in every issue of Professional Services Management Journal. PSMJ is one of the fastest-growing and most action-oriented sources of proven advice...for less than you probably spend on coffee each week!
We've been hard at work making PSMJ more relevant, timely, and action-oriented than ever before! In fact, no other industry publication has the power to transform your firm's growth and your career like PSMJ.
Sample a complimentary edition here and then subscribe at http://store.psmj.com/publications/newsletters/professional-services-management-journal/
Driving Operational Efficiency, Engaging the Business and Managing Change Across Shared Services
Mastering the Change Management Challenge for Stronger Talent and Consistent Performance
Managing an asset management business is unique. Not only is it a professional service business but extraordinary portfolio management and sales talent is critical to the business. Balancing the business and the profession is essential.
Effectively Planning an Exit or Transition: Part IIJim Gitney
90% of the owners of closely held companies who are over 55 don't have a formal exit plan. They don't know what their personal strategy is and haven't put together a business strategy to support their needs when they exit the business.
It is a complex and somewhat emotional issue. This presentation breaks the process down into its fundamental elements and the priority of the activities an owner must undertake to have a well thought through exit plan.
Turnaround of a Family-owned CPG CompanyDavid Johnson
Abraxas Group recently designed and led the successful turnaround of a family owned company during the COVID-19 pandemic. The success of this turnaround offers valuable lessons.
Vom Bodensee bis Kieler Förde sprangen am 17. Juni 2012 über 1000 Jugendliche für mehr Gewässerschutz in ihren Fluss oder See. Hier die Veranstaltung zum Anschauen mit Hintergrundinformationen und Interviews.
Infobags Technologies. is a wholesale distribution business providing complete range of Electronic Security Systems all over Bangalore,South India ,India & abroad. We believe in "ONE PRODUCT - ONE BRAND". Because our motto is to provide quality products with cost effective solutions.
Infobags Technologies. is a professional, distinguished Distribution Company in the Electronic surveillance industry, a leading company in the Global Industry for full range of CCTV solutions (camera, CCTV surveillance system, switcher, recorder, accessories and many more), Fire Alarm Systems, Time Attendance & Access Control System, P.A System, Hotel Automation System and others also. Continuously for 24 hours & 365 days our Technical team is looking for new products with latest technology and latest fashion design to meet changing market requirements.
We attach great attention to product quality, and conduct strict QC procedures. We believe our excellent products could bring lots of profits to our Dealers and Distributors.
No.3, Sri Sai Plaza, 40th Cross, 4th ‘T’ Block, Jayanagar old Bus Terminus,Bangalore-560041.Karnataka 560025.(India).
Data Bytes or Data Bites? Using Data for Planned GivingKatherine Swank
You may not realize it but your constituent (CRM) database has a variety of information for the planned gift team. We’ll delve into the findings of new research on planned gift donors examine the methodologies used. You’ll gain an understanding of the differences between the descriptive indicators of planned gift donors from those indicators that predict likelihood to consider a planned gift. Data-driven prospect identification is key to knowing who, when and about what topic to appropriately market to each individual affiliated with your organization. You’ll walk away knowing what data your organization may want to collect directly from your constituents in contrast to those you can easily obtain and append from outside sources. The result? A vibrant, donor-centered planned gift effort that maximizes actionable data, pinpoints specific donor characteristics and produces qualified leads.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
With a fundamental shift in the CFO mission, the finance function has become a critical change agent across organizations. The role of financial leaders such as CFOs is evolving, from a traditional financial controller, to one that drives performance improvements across the organization.
Business Performance Improvement in the Future of WorkDalia Katan
How can we accelerate group performance improvement in this increasingly unpredictable, fast-changing world? As the challenges we face at work become more and more complex, leaders will need to focus on the practices that help workgroups better handle exceptions, learn together, and create value. (Spoiler... Amp up the friction and play with possibilities!) Focus on 'process' is no longer enough.
Global megatrends are escalating the war for top talent and reshaping business as we know it. To stay ahead, organizations are innovating at warp speed. The problem is, in most organizations business innovation dramatically outpaces talent innovation. And when your business strategy and talent strategy are out of sync, you can't drive top business performance. By creating talent innovations that accelerate your top business goals and integrating them throughout your entire organization, you will establish talent as a strategic advantage.
Checklist:
1) Establish where your business is going.
2) Understand where the labor market is going.
3) Understand your future talent demands.
4) Assess your current talent inventory.
5) Identify your talent gaps.
6) Implementation.
Every business comes across risk threats that could impact their success negatively. With added focus on your firm’s weak areas, you can aid in increasing your profit margins and save losses resulting from wastage and inefficient management.
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
''The Strategic Performance Index is a leader hip assessment measuring organizational success across key areas of growth, viability and sustainability''
The Internet of Things – Good, Bad or Just Plain Ugly?Yasmin AbdelAziz
The Internet of Things (IoT) is the network of physical objects—devices, vehicles, buildings and other items—embedded with electronics, software, sensors, and network connectivity that enables these objects to collect and exchange data.
Developing Emotional Intelligence for Healthcare LeadersYasmin AbdelAziz
Skills in emotional intelligence (EI) help healthcare leaders understand, engage and
motivate their team. They are essential for dealing well with conflict and creating workable
solutions to complex problems.
A Theoretical Framework (Modelling) for International Business ManagementYasmin AbdelAziz
The international framework with all the institutions and organisations
that determine country’s economic and support policy in emergent situations.
2. Impact of globalisation on international and national policy and activities. 3. The
national framework, which fairly complicated because there are many active players:
a) National economic policy: understanding it and the environment for trade
activities. b) National economic structure and competiveness of the domestic
companies. c) International management capacities. d) Local or regional environment
and conditions for the companies. e) Focus on the world market conditions and their
development
Securing the Global Pharmaceutical Supply Chain against the Threat of Counter...Yasmin AbdelAziz
In 2012, counterfeit versions of the cancer drug
Avastin were found in 19 American treatment
centers. The impostor drug lacked the active
ingredient, rendering it virtually useless for
treatment purposes.
The purpose of ALL is to deepen the
continent’s integration agenda and
renew commitment to a sustainable
path of growth and development
through access to African law and
governance.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
2. Moving Mountains SuccessFactors Research
All rights reserved. 2
Executive Summary:
Most companies place priority on strategy over execution even when
research clearly shows that execution of strategy actually accounts for 85%
of a company’s financial results.1
When it comes to execution, it’s not a
matter of what, but rather who executes your strategy? Obviously, it’s your
workforce. Therefore, the critical driver for performance lies in your ability
to put the right talent in the right positions, and then aligning the
workforce to your strategy. With all of these pieces in place, it is then
possible to realize the potential value of your strategy.
This paper will discuss the two key areas of value creation that you can
realize simply by making the right investments in your human capital. It will
further demonstrate how performance and talent management software
can enable you to drive significant financial results.
Investing in your Company’s Ability to Execute
Human capital is the greatest lever for performance today. Think about it. Employee-related costs account for approximately
70% of a company’s operating expense and are responsible for driving strategy execution (85% of value creation).
So therein lies your greatest potential for increased execution, productivity and ultimately financial performance. This is
the new imperative. Without people performance, a great strategy is just an idea — it’s your people who make it real.
It’s a fact that every company leaves money on the table. There’s just no way around it. Even the best executing
organizations can’t take advantage of 100% of their human potential. However, the closer you come to fully aligning
employee performance with strategy, the greater the chance of achieving your objectives. For this reason, talent has
become critically important to every business today — demanding the attention of the “C” Suite and Board of Directors.
With all other competitive differentiators neutralized, people are the final remaining factor that can provide a sustained
competitive advantage.
3. Moving Mountains SuccessFactors Research
All rights reserved. 3
Execution Drives Results
In our research, we’ve seen that customers using performance and talent management software are outperforming their
competitors both in terms of revenue growth and bottom line results2
. We took this a step further and contracted a
highly-respected Global Top 3 Management Consulting Firm to conduct specific research on how our customers are using
this solution to manage their business and drive results.
The consulting firm interviewed, surveyed and analyzed data from over 500 SuccessFactors customers. Not only do the
results astonish, but they also highlight how variance can be used as a management tool to help drive a company’s
performance.
What we discovered is that by implementing performance and talent management software to align their employees
with their strategies, our customers were significantly better able to execute their strategies, improve productivity and
drive results. As echoed in many great business books and articles — such as the bestseller, “Good to Great”, by Jim
Collins3
, the HBR article “Turning Great Strategy into Great Performance,”4
or Charan and Bossidy’s “The Discipline of
Getting Things Done”5
— execution is not only the main factor that drives results, it is also what the best performing
companies have in common.
strategy definition x strategy execution = results
The real question is not whether strategy execution is the ultimate lever or the key priority, but more importantly, how do
you execute your strategy? Take a step back and consider that. Who executes the strategy? What is your company’s
biggest expense? The answer, of course, is your people. Moving mountains is about shifting the focus and performance
of your greatest asset (and expense) to do more of the right things — faster and with better quality than the competition.
Doing the Right Things Matters Now More than Ever
With the fast pace of change in today’s economy, the ability to shift your execution engine quickly in the right direction is
more critical than ever. With strategy evolving at a lightning pace and resources becoming more limited — less budget,
people, and time — there’s no margin for error. Do more with less. Have you felt that too? Could you afford to let a month
pass from the time you change your product strategy to the time you decide who will sell the new products (and to which
customers)? For example, a financial services organization should not be spending marketing dollars to get people to
sign up for new credit cards while the rest of the bank is on a mission to clean up old and sometimes bad debt. What’s
the point of annoying potential customers and wasting marketing dollars when you’re not even interested in getting the
business? That is misalignment.
4. Moving Mountains SuccessFactors Research
All rights reserved. 4
It is absolutely critical to get all of your people focused in response to shifts in your strategy. As part of this process,
managers and executives must make sure they’ve got the right people with the right skills in the appropriate roles to
support strategic changes. They must also have visibility to determine who is getting the job done so that they can
reward and retain top performers.
The good news is that there are clearly proven investments in execution practices that can change results. For example,
by aligning, arming and inciting your workforce to drive strategy execution you will see results. Our customers are
executing faster than they were before using our performance and talent management software. We also know that our
customers are outperforming their competition financially, so the improvements they drive are absolutely paying off.6
More good news: no matter what your starting point, you can always drive improvement. Even small improvements can
mean real financial results through increased productivity and competitiveness. What could achieving even a small
result mean to your organization? How would it affect your market share if your competitor achieved these results
instead of you?
Impact Since Implemented SuccessFactors
Faster communication of strategy
Faster setting of goals
Increased time spent on strategic priorities
Increase project completion
Average
1 week
1.5 week
5.50%
13.80%
High End
8+ weeks
8+ weeks
40%
67%
n
335
334
321
239
Customers’ executional gains achieved by implementation of
SuccessFactors’ performance and talent management software.
Source: Post SuccessFactors Implementation data, Q1 2009, Top tier consulting and SF Research Analysis
5. Moving Mountains SuccessFactors Research
All rights reserved. 5
Transform Your Human Capital to Financial Capital
Winning is about being different and better than your competition. However, there is increasingly less that differentiates
companies. Decades of efficiency improvements across entire industries have driven productivity gains that have had
the effect of leveling out competitive differentiators. It’s simply the evolution of industry. Supply chain, manufacturing,
distribution, ERP systems — what’s left to improve?
That leads us to Human Capital. How you align, arm and
incite your employees arguably matters more than anything
else you can do. The economy, like the weather, is impossible
for an individual to change — you simply have to adapt.
However, putting the right people in the right positions and
gaining visibility that enables tracking and management of
performance are things you definitely can and should do
something about.
The collective skills, experience, and efforts of your people
are what transform your strategy from words to numbers.
Your human capital produces output in order to create
financial capital. You hire people to create value for your
customers that you can capitalize on. That is the simple logic of any business. This is why investments in your human capital
are so critical — you’re investing in your company’s ability to execute.
Driving Performance
Let’s face it — not every employee is equally important in driving your business. Different jobs contribute differently to
both top and bottom line, and the performance of individuals differentially contributes even more. Few companies have
a good understanding of this. Often, it isn’t even clear to them what people are working on or how well they are doing.
These are pretty basic
questions, but
tremendously important
and often hard to
answer. The art of
management and the
science of metrics are
really about making
what is relevant
measurable and hence
manageable, not vice
versa.
Vision, Mission, Strategy
Objectives/Goals
Typical Focus
Financials Customer Employees
To create financial capital, it is critical to
align, arm and incite your employees.
Performance variance based on task complexity across industries.
Source: The War for Talent, McKinsey, Michaels, Handfield-Jones, Axelrod, HBS Press, 2001
225
300
150
400
350
300
250
200
150
100
50
0
Fast Food Factories
Average Performers
Top Performers
Complexity
Investment
Banking
Video Game
Designer
100 100100
185
100
Low
Complexity
Jobs
Medium
Complexity
Jobs
High
Complexity
Jobs
Very High
Complexity
Jobs
6. Moving Mountains SuccessFactors Research
All rights reserved. 6
McKinsey & Co published their research on employee performance in the book, “War for Talent.”7
They concluded that
there is an approximate 1.5x to 3x performance differential between high and low performers. Others such as Peter
Cappelli (from Wharton Business School) have estimated that in some cases the contribution difference is more on the
order of 5x between strong and weak performers in any given role.
If you want to improve performance contribution, few things are more effective than getting a firm grip on the variance.
When we talk about moving mountains, we’re talking about moving the distribution curve of performance within your
company — not by playing the numbers, but by creating real increases in individual performance levels. Every company
has a distribution curve of their individuals’ performance levels — but it’s a question of how well you can see it and how
accurately the picture describes the reality.
In our latest research effort, we looked in depth at the effect that our customers reported back from deploying
performance and talent management software. What we saw was a shift in the curve of relative distribution as illustrated
below. Our customers reduced the percentage of low performers and increased the percentage of high performers. They
are, in essence, moving mountains — by developing their low and mid performers to reach their potential, or managing
them out of the business and replacing them with individuals that contribute more.
15.4%
41.6%
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Low Medium
Before SuccessFactors
After SuccessFactors
n = 527
Individual Performance Level
RelativeDistribution
High
20.1%
41.5%
38.4%
43.0%
Improved Performance Distribution
Performance and Talent Management software greatly improved
companies’ performance distribution by reducing the percentage of
low performers, and increasing the percentage of high performers.
7. Moving Mountains SuccessFactors Research
All rights reserved. 7
Assuming high performers at a 2x productivity factor, medium performers at 1x, and low performers at 0.5x, a company
of 10,000 employees would yield a productivity improvement factor of 5.4%.
Productivity gain as measured on the direct labor cost (assuming average salary to $45K) = $24.2M
Productivity gain as measured on the revenue (total revenue $2Bn) = $107.5M
How much would it be worth to your organization to get at least a fraction of that productivity gain?
Can you afford not to drive this productivity improvement?
Again, variance is a very good tool for figuring out how to make the best improvements. From our research, we clearly
see that the variation in the results is, to a large extent, explained by their approach and the strategic weight they put
behind their implementation. The more strategic approach our customers took to driving execution and change from
their investment in SuccessFactors software, the greater the productivity gains.
Before
SuccessFactors
After
SuccessFactors Difference
Number of employees
Low
Medium
High
Average Salary
Total Salary
Total Revenue
Improved Productivity
Productivity Gain as Measured on the Cost
Productivity Gain as Measured on the Revenue
10,000
2,011
4,150
3,839
$45,000.00
$450,000,000
$1,000,000,000
10,000
1,542
4,155
4,302
5.43%
$24,453,246
$54,340,546
–
(468)
5
463
5.43%
$24,453,246
$54,340,546
Productivity impact based on increased investments in strategic execution.
Source: Post SuccessFactors Implementation data, Q1 2009, Top tier consulting and SF Research Analysis, n=527
Approach to SuccessFactors Implementation
Strategic change
Integrated Human Capital Management
Process efficiency driven automation
Weighted average
Productivity Impact
5.43%
3.29%
0.9%
2.2%