The document discusses the changing landscape of work and the rise of the "new world of work". Key aspects of this new world include employees demanding a more flexible work environment where they can work from anywhere at any time using mobile devices. Companies now operate on a more networked model where work is collaborative. To be successful, organizations must adopt a more people-centric approach where employees feel empowered and engaged. Elements of the new world of work center around know-how, agility, trust, and passion. Legacy systems have failed to adapt to this new landscape and a people-centric platform is needed to support continuous learning, engagement, and development of employees.
5 steps to build a hybrid workplace strategyPacific Prime
A hybrid workplace blends the structure and sociability of the office, with the independence and flexibility of working from home. Here are 5 steps to help you build the right hybrid workplace strategy for your company.
Making the Shift to a Hybrid Working Model: Are You Ready?Daggerwing Group
The votes are in and inevitably a majority of organizations will be shifting to some version of a hybrid working model in the latter part of 2021 / early 2022. In the rush to dust off office desks and prepare for a more collaborative, yet safe, working space, many leaders might be overlooking some of the crucial factors to make the transition smooth, and provide a productive and inclusive working environment for all employees once you get there. Additionally, leaders will need to think about how to encourage the optimal culture to drive productivity, managers will need to adopt different techniques to manage a distributed workforce, and employees will need to reassess how capable they are in thriving in this new world.
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
Over the past couple of months, the world has experienced unprecedented change. From the COVID-19 pandemic to the Black Lives Matter movement, organizations and leaders have to had to pivot quickly – in many cases changing their business strategy overnight. In our last webinar, we discussed the four drivers we believe are transforming the world of work, and how businesses will need to operate moving forward. But how do you, as a leader, reconcile those implications with the day-to-day decisions that must be made and tasks that need to get done?
Over the next several weeks, we will explore five focus areas to address in your future planning, and what they mean for leaders and organizations across different regions and industries – starting with Rethinking the Future of Work.
In this quick webinar you'll learn how to:
Ask the right questions as your organization evolves.
Align leaders on what the future looks like.
Strengthen trust with employees.
We’ve been living through possibly the biggest change in working patterns since the industrial revolution. Technology was already pushing us in this direction, but the Covid-19 pandemic prompted an almost immediate shift to working from home that nobody could have foreseen. Is this shift set to continue? What are some of the ongoing hybrid working patterns being trialled in the market? What will work, what are the challenges and what can be done to ensure that we don’t lose out in the war for talent.
Why not join Julie Osborne and Kate Wilson of Osborne Thomas for our half hour webinar to explore some of the thinking and research on hybrid working and the impact this is having on the ability of local authorities to attract and retain the people needed to deliver effective services.
Remote teams Are Future By Sahil Chugh, CEO at WebScoot.ioWebScoot.io
Many businesses were trying remote teams. With 2020, we're left with no other choice. Here are some tools and tips on how can your business achieve more with remote teams. To know more, read here: https://webscoot.io/blog/remote-teams-future-strategies/
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
5 steps to build a hybrid workplace strategyPacific Prime
A hybrid workplace blends the structure and sociability of the office, with the independence and flexibility of working from home. Here are 5 steps to help you build the right hybrid workplace strategy for your company.
Making the Shift to a Hybrid Working Model: Are You Ready?Daggerwing Group
The votes are in and inevitably a majority of organizations will be shifting to some version of a hybrid working model in the latter part of 2021 / early 2022. In the rush to dust off office desks and prepare for a more collaborative, yet safe, working space, many leaders might be overlooking some of the crucial factors to make the transition smooth, and provide a productive and inclusive working environment for all employees once you get there. Additionally, leaders will need to think about how to encourage the optimal culture to drive productivity, managers will need to adopt different techniques to manage a distributed workforce, and employees will need to reassess how capable they are in thriving in this new world.
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
Over the past couple of months, the world has experienced unprecedented change. From the COVID-19 pandemic to the Black Lives Matter movement, organizations and leaders have to had to pivot quickly – in many cases changing their business strategy overnight. In our last webinar, we discussed the four drivers we believe are transforming the world of work, and how businesses will need to operate moving forward. But how do you, as a leader, reconcile those implications with the day-to-day decisions that must be made and tasks that need to get done?
Over the next several weeks, we will explore five focus areas to address in your future planning, and what they mean for leaders and organizations across different regions and industries – starting with Rethinking the Future of Work.
In this quick webinar you'll learn how to:
Ask the right questions as your organization evolves.
Align leaders on what the future looks like.
Strengthen trust with employees.
We’ve been living through possibly the biggest change in working patterns since the industrial revolution. Technology was already pushing us in this direction, but the Covid-19 pandemic prompted an almost immediate shift to working from home that nobody could have foreseen. Is this shift set to continue? What are some of the ongoing hybrid working patterns being trialled in the market? What will work, what are the challenges and what can be done to ensure that we don’t lose out in the war for talent.
Why not join Julie Osborne and Kate Wilson of Osborne Thomas for our half hour webinar to explore some of the thinking and research on hybrid working and the impact this is having on the ability of local authorities to attract and retain the people needed to deliver effective services.
Remote teams Are Future By Sahil Chugh, CEO at WebScoot.ioWebScoot.io
Many businesses were trying remote teams. With 2020, we're left with no other choice. Here are some tools and tips on how can your business achieve more with remote teams. To know more, read here: https://webscoot.io/blog/remote-teams-future-strategies/
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
Best Practices For Engaging Your Global Workforce During Times of CrisisAggregage
One of the main perks of working in HR is that we work with people and business leaders. With this, we can strategize, experiment, and ultimately use our passion to scale our teams to levels we've only talked about. Join Dessi Freeman, Global HR Leader and Strategic Architect of Business & Talent Acceleration, as she discusses the ways a company can promote a remote-first mindset and further empower their employees.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
The FOW Community Future of Work BrochureConnie Chan
The 2015 Forum is an intimate opportunity and a no-charge event for FOW Community members who are committed to establishing business strategies today that will address the complex issues organizations will face tomorrow, and future-proof their existence.
The forum will offer our members the opportunity to converge and learn from, engage, and exchange ideas with noted business leaders and each other.
The day program will focus on themes that will move you to rethink the future of work. You will gain unique insights in business strategy, how to navigate change, and how to re-work work.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
Employee Engagement in a Digital World by Sal GiambancoGlobant
Globant and the California College of the Arts (CCA) got together to present CON.VERGE, their first conference for business executives and thought-leaders.
Sal leads human capital and operations at the Omidyar Network, a philanthropic investment firm that funds for-profit and nonprofit businesses that fosters social change throughout the world. Prior to Omidyar, he served as the VP of HR for PayPal and eBay.
In his talk, Sal explained the key drivers of employee engagement and how organizations struggle to create holistic employee engagement strategies. He also explained the three pillars of digital employee engagement and how business can leverage it to create better work environments. Check out his presentation for more details.
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
On April 20, 2016, Tom Haak of the HR Trend Institute/ Crunchr gave a presentation to the "HR Strategy" program ("HR Strateeg") of AOG, in Groningen. These are the slides he used as illustration.
How Work-Anywhere Momentum is Impacting RecruitingSogolytics
With remote work now of an accepted standard than an emergency accommodation, how have recruiting and hiring conversations changed, and what do businesses need to do to attract and retain top talent?
Latest trends in hr 2020 - pexitics (people excellence indicator analytics)Subhashini S Tripathi
Top Trends in HR and People Management 2020 – The Surge of the Gig economy
2020 is set to be a momentous year. We , at Pexitics (People Excellence Indicator Analytics) bring to you the important trends in the way People Management will evolve in the near future.
In the current climate businesses must work harder than ever to retain staff and attract new talent, this presentation was delivered at a national conference and explores:
- Vision vs Reality
- Motivating Workforce
- Engaging New Talent
- Enhancing Reputation
- Workforce Dynamics
There are takeaways throughout allowing you to start looking at your own company with immediate effect.
Your Official Guide to The Future of WorkJacob Morgan
The Future of Work was released in September of 2014 for Wiley and I wanted to create a little summary of the book with the key concepts/visuals. This guide lays out the foundational concepts of the book around the future employee, the future manager, and the future organization. Make sure to check out the actual book to learn more!
Positivity 101: How to Lead in Times of ChangeGloboforce
Employees are facing more uncertainty, change, and unknown in their work lives. What impact does this have on morale and company culture? How can leaders ensure smooth transitions?
New research shows what specifically will make employees more likely to be happy or excited about change.
Read this book to learn how most employees approach change, the impact of recognition and transparency on attitudes at work, and the business benefits of positivity.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
Best Practices For Engaging Your Global Workforce During Times of CrisisAggregage
One of the main perks of working in HR is that we work with people and business leaders. With this, we can strategize, experiment, and ultimately use our passion to scale our teams to levels we've only talked about. Join Dessi Freeman, Global HR Leader and Strategic Architect of Business & Talent Acceleration, as she discusses the ways a company can promote a remote-first mindset and further empower their employees.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
The FOW Community Future of Work BrochureConnie Chan
The 2015 Forum is an intimate opportunity and a no-charge event for FOW Community members who are committed to establishing business strategies today that will address the complex issues organizations will face tomorrow, and future-proof their existence.
The forum will offer our members the opportunity to converge and learn from, engage, and exchange ideas with noted business leaders and each other.
The day program will focus on themes that will move you to rethink the future of work. You will gain unique insights in business strategy, how to navigate change, and how to re-work work.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
Employee Engagement in a Digital World by Sal GiambancoGlobant
Globant and the California College of the Arts (CCA) got together to present CON.VERGE, their first conference for business executives and thought-leaders.
Sal leads human capital and operations at the Omidyar Network, a philanthropic investment firm that funds for-profit and nonprofit businesses that fosters social change throughout the world. Prior to Omidyar, he served as the VP of HR for PayPal and eBay.
In his talk, Sal explained the key drivers of employee engagement and how organizations struggle to create holistic employee engagement strategies. He also explained the three pillars of digital employee engagement and how business can leverage it to create better work environments. Check out his presentation for more details.
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
On April 20, 2016, Tom Haak of the HR Trend Institute/ Crunchr gave a presentation to the "HR Strategy" program ("HR Strateeg") of AOG, in Groningen. These are the slides he used as illustration.
How Work-Anywhere Momentum is Impacting RecruitingSogolytics
With remote work now of an accepted standard than an emergency accommodation, how have recruiting and hiring conversations changed, and what do businesses need to do to attract and retain top talent?
Latest trends in hr 2020 - pexitics (people excellence indicator analytics)Subhashini S Tripathi
Top Trends in HR and People Management 2020 – The Surge of the Gig economy
2020 is set to be a momentous year. We , at Pexitics (People Excellence Indicator Analytics) bring to you the important trends in the way People Management will evolve in the near future.
In the current climate businesses must work harder than ever to retain staff and attract new talent, this presentation was delivered at a national conference and explores:
- Vision vs Reality
- Motivating Workforce
- Engaging New Talent
- Enhancing Reputation
- Workforce Dynamics
There are takeaways throughout allowing you to start looking at your own company with immediate effect.
Your Official Guide to The Future of WorkJacob Morgan
The Future of Work was released in September of 2014 for Wiley and I wanted to create a little summary of the book with the key concepts/visuals. This guide lays out the foundational concepts of the book around the future employee, the future manager, and the future organization. Make sure to check out the actual book to learn more!
Positivity 101: How to Lead in Times of ChangeGloboforce
Employees are facing more uncertainty, change, and unknown in their work lives. What impact does this have on morale and company culture? How can leaders ensure smooth transitions?
New research shows what specifically will make employees more likely to be happy or excited about change.
Read this book to learn how most employees approach change, the impact of recognition and transparency on attitudes at work, and the business benefits of positivity.
Re skilling in times of today article by lipikaRajni Ranjan
Reskilling in Business/Corporates - Industry is always on the lookout for methods to improve and increase productivity, decrease cost, increase savings, and create operational
efficiencies and effectiveness in systems and processes. Automation and digitisation, therefore, are the obvious adaptation that all businesses are working towards and
welcoming with open arms.
Mission statement To help our clients and our people excel. We ar.docxaltheaboyer
Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations
Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent
Core values:
1. Commitment to each other
2. Integrity
3. Outstanding value to clients
4. Strength from cultural diversity
Our Aims
· Greater employee relationships and engagement
· Use technology to have a more fluid workplace across country lines and domestic locations
· Increase standard of employee productivity
Aim 1 – greater employee relationships and engagement
· Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management
· Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates
Aim 2 – create a borderless organisation
· Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms
· Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents
Aim 3 – Increase standard of employee productivity
· Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent
· Indicative measures of success - Turnover rates, number of internal promotions
Introduction
There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this.
To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...
Globalization, generational shifts, new attitudes towards work and the consumerization of IT are driving business leaders to reconsider the best ways to recruit, train and manage their precious talent. These changes in the way people work are an opportunity to put employees at the center of the business strategy, create a destination for employee collaboration and mobilize talent to deliver bottom-line results. To create a work environment where employees are encouraged and given the resources to learn, share, be engaged in their work and perform at their very best.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
Running head: CLIENT PROBLEM 1
CLIENT PROBLEM 4
CLIENT PROBLEM
Nicholas J Ceo
American Military University
6 December 2017
The modern business environment has become very complex, competitive and dynamic. An organization has to keep scanning the environment to see what it can do differently so as to increase its productivity. Management problems have been around from time immemorial, but their impact on the performance of the organization cannot be ignored. These challenges, then, have to be sorted out in the most effective way possible so as to mitigate their effects on the organization. Some of these problems include transparency, human resources challenges and change management. In this research paper, we are going to focus on human resource challenges experienced at MTS Systems, evaluate their effect on the company performance and measures that can be put in place to mitigate the effects of this challenge.
One of the biggest challenge in the workplace today is retention of skilled and talented workers. The way the workforce is constituted today, there is a need for more than a good salary to keep the talented people motivated and satisfied. It has been observed that employees move and job-hop as they seek to move up the ladder at the shortest time possible and also in an attempt to meet their expectations and motivations which are ever-changing and dynamic. The situation has been compounded by the generational difference in the company where there are older generations and the millennial, who are driven, motivated and simulated by different factors. For instance, the older generations are much more loyal to the place of work and are less likely to job-hop. They are also more patient and are much more responsive to financial rewards. On the other hand, the younger generations are less loyal to the company they work for, are less patient and will respond better to recognition as well as feeling valued.
Today, managers have woken up to the realization that their skilled staff has more options on their hands, especially now that there are more advances in technology, given the explosion in startup and entrepreneurs who are revolutionizing the way things are done. Managers have to evaluate the hunger in the workplace and focus on feeding it (Bondarouk & Ruel, 2009). There is need to focus on much more than just providing a potential opportunity for promotion and job security. Managers should focus on working with the other members of top management in order to define roles, come up with career progression paths that are extensive, enhancing creativity in the workplace, enhancing the working environment, encouraging a culture of collaboration and providing a system-wide mission that will be adopted by employees in their daily operations.
Management of human resources extends even to the communication amongst the different generations that are found within the workspace in the organization. A youn ...
BootStrapToday is the project collaboration platform that helps to collaborate entire team, tasks and clients.
This is the medium or way that connects clients, projects and reduces complexities and reduces delivery time and increases transparency in the system and will let you to implement many thoughts.
At last it will provide 360 view of entire organisation.
Social Technology Sparks Agility for Small BusinessSaba Software
Five Ways to Spark Small Business Agility With Social Technology
Agility gives small and medium-size businesses an advantage when competing against larger, more established enterprises, and it’s an essential component for ongoing growth and success. As small businesses fight for market share, brand recognition, aggressive revenue increases, and investor confidence, their ability to quickly adapt to the obstacles and challenges that pop up in their path to growth can make all the difference. But where does agility come from? Or more importantly, how can small businesses make agility a constant, tangible part of their operational fabric?
What employee doesn’t want to go home at night feeling genuinely happy that their efforts are meaningful, that they’re making progress, and that they’re excited about returning to work tomorrow? There are three “bottom lines” to people-centric technology: It helps staff become more productive and effective. It helps small businesses grow despite all the twists, turns, and bumps in the road. And, equally important, it makes work much more engaging and satisfying.
Virtual Organization, Advantages of Virtual Organization, Disadvantages of Virtual Organization, HUMAN RESOURCE ISSUES IN VIRTUAL ORGANIZATION, TALENT MANAGEMENT, Work-life Balance, Six Sigma, HR Six Sigma Process
Is Learning Part of Your 2018 HR Strategy?Saba Software
Did you know that many organizations struggle with outdated platforms and processes when it comes to their learning technology? In fact, according to Brandon Hall Group’s 2016 Learning Technology Study, 44% of companies are actively looking to replace their existing learning management system (LMS).
Organizations are looking for modern, flexible systems that can adapt to the evolving needs of the business and its learners. Join David Wentworth, Principal Learning Analyst with Brandon Hall Group and Caitlin Bigsby, Senior Product Marketing Manager at Saba, as they discuss the evolving learning technology landscape and strategies for finding the right LMS for your organization.
Are You Ready to Embrace Informal Learning?Saba Software
Whether you’re ready for it or not, it’s happening. Your employees are generating self-driven development experiences from any multitude of resources. They’re taking to Google, YouTube, blogs, books, podcasts, and industry experts to get the answers they need. Information is ubiquitous and informal learning is the name of the game.
In fact, research shows that at least 80% of all workplace learning is informal.* So let down your hair, loosen your tie and join Saba as we discuss how to assess whether or not your organization is ready to embrace informal learning and what it means to nurture informal learning in a way that works for everyone.
*Bersin by Deloitte
5 Essentials to Modern Performance ManagementSaba Software
The way we work today has changed. When it comes to modernizing the performance management process in an organization, annual reviews and competencies don’t cut it anymore. Focusing on informal performance check-ins is a start, but it’s not enough.
In this presentation, we discuss how you can make a strategic shift in your performance management program with the 5 essential elements to creating a high-performance culture.
Gain insights into:
• Why—and how—organizations that engage in strategic performance management outperform their competitors
• Best practices for implementing performance processes that align, engage and inspire your people
• And how it all integrates into your talent management framework
As performance management continues to evolve from an isolated HR-driven process to an intrinsic part of everyday business rhythms, discover why you should emphasize increased engagement through employee satisfaction and contribution.
Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them wellSaba Software
According to the latest State of the American Manager report from Gallup, employees who have regular meetings with their managers are almost three times as likely to be engaged as those who don’t. These regular check-ins keep managers and employees in sync and aligned. Want to see better manager/employee relationships in your organisation? Then make an all-in commitment to 1:1 meetings. Not sure how? You’ve come to the right place.
In this webinar with Jamie Resker, Founder and Practice Leader for Employee Performance Solutions (EPS), and Teala Wilson, Talent Management Consultant at Saba Software, you’ll get the inside track on how to hold effective 1:1 meetings, including tips for getting managers on board.
• Go beyond discussing the status of everyday work to higher level topics, including recognition, performance, development, and career aspirations
• Learn how to decide meeting frequency, what to cover, as well as roles and responsibilities of the manager and employee
• Understand how managers can build trust and make it comfortable for employees to provide upward feedback
• Unite your organisation with a unified approach to 1:1 meetings
Join us for this 1-hour webinar to get practical tips for building better manager-employee relationships with intention and purpose.
About the Speakers
Jamie Resker - Founder and Practice Leader for Employee Performance Solutions (EPS)
Jamie Resker, Practice Leader and Founder of Employee Performance Solutions, is a recognized innovator in performance management. She is the originator of the-the Performance Continuum Feedback Method® and Conversations to Optimize Employee Performance training program; tools and training that reshape communications between managers and employees to drive and align performance. Jamie is on the faculty for the Northeast Human Resources Association, is a contributor to Halogen Software's Talent Space Blog, and is an editorial advisory board member for HR Examiner.
Teala Wilson - Senior Consultant, Strategic Services, Saba Software
Teala is a Talent Management Consultant at Halogen Software, now a part of Saba Software. She has worked with teams on a national and global level supporting human resources in areas such as performance management, recruitment, employee benefit programs, training and talent development, workforce planning and internal communications. Teala also has a personal passion for visual arts and design.
Want to learn more? Join us for an upcoming Product Tour!
http://bit.ly/2yitfqu
Mind the Gap: State of Employee Engagement 2017Saba Software
Most organizations agree that talent is their most important asset, and the critical importance of developing, engaging and retaining employees is nothing new to HR leaders. But the results of Saba’s 2017 State of Employee Engagement Survey reveal that most businesses are not in tune with their employees. For example, nearly two-thirds of employees don’t believe they have an effective platform to engage with the business and share their input. Just 22% of employees say their organizations are very effective in providing easy access to training and development. And over half of employees feel performance reviews are ineffective when it comes to improving their personal performance.
The Story of Intelligent Talent ManagementSaba Software
Most talent management solutions aren't all that different from each other. But this one is: it’s built around a machine-learning brain—technology that quickly digests incoming workforce data, evaluates it, and learns from it. Correlating diverse inputs to deliver ideas and options you didn't know you had.
See the tangible difference this makes. Download our LookBook to learn how Saba Intelligent Talent Management:
Delivers relevant, personalized recommendations
Provides answers to critical HR questions—before you even ask
Individually mentors every employee
Advises you of problems before they materialize
To get the LookBook, register here.
TIM, The Intelligent Mentor, provides personal and relevant recommendations that help employees learn and perform better. TIM also proactively helps with recruiting, compensation, and succession. Based on machine learning algorithms, TIM learns more about each person every day, so his recommendations continuously improve.
Continuous Learning with Saba's Learning@WorkSaba Software
With virtual classroom, assessment, social, collaborative, mobile and intelligent capabilities on a single platform, Learning@Work supports all modes of learning — formal, social and experiential — leading to more effective learning programs and more engaged learners. Learn how you can ready your workforce to deal with today’s chaotic business climate and elevate individual, team and organizational performance.
With Saba Mobile, Intelligent Talent Management is available anytime, anywhere. Employees can learn, collaborate, find experts and information, crowd source questions, and manage their goals. Managers can check their team’s progress, provide feedback, hold team meetings, conduct interviews, and approve requisitions and offers.
Reward and Retain Your Top Talent Determining and providing the right compensation for each person, whether it takes the form of base pay, merit pay or variable pay and incentives, is critical to being able to engage and retain top talent. In today’s economy many companies are unable to retain their high-potential employees and stars as the compensation cycle has become a time-consuming and costly burden, unable to identify at-risk employees and provide personalized recommendations.
The results are undesired attrition, inefficiency, deep frustration for both the business and HR, limited governance, and in many cases, unnecessary costs.
Case Study: South Australian GovernmentSaba Software
Case Study - Government of South Australia
Overview
On 18 July 2012, South Australia became the second state to formally apologize for forced adoption in Australia. They needed to deliver a live, online, video webcast of a formal apology led by South Australian Premier Jay Weatherill for viewing across South Australia and worldwide by affected individuals and families.
Business Challenge
Not surprisingly, because of the unusual nature of the event, there were numerous challenges that needed to be overcome to achieve the South Australian Parliament’s objectives. Because there were many who — due to time or cost constraints or personal privacy issues — would not be able to witness the apology in person at Parliament House, the Department of the Premier and Cabinet wanted a way to broadcast this personal, socially, and politically sensitive event live, that would enable viewers to truly feel like they had been present for the apologies.
Business Benefits
Provided a high-definition webcast of the formal government apologies viewed at more than 70 online sites, as well as throughout Parliament House and in a nearby hotel’s ballroom
Enabled easy recording, efficient editing, and quick posting of the webcast online so people who couldn’t tune in to the live stream could view it at their convenience
Offered the flexibility of working within the limitations imposed by Parliament House staff while delivering a high-quality webcast
Respected the social and political sensitivities at all times and protected the privacy of the affected individuals who watched the webcast
Ensured highly intuitive and reliable performance for both Department of Education and Child Development team members and for viewers around the globe
Case Study - Bupa
Overview
Bupa, a leading international healthcare group that offers personal and company health insurance, care homes for older people and hospitals, and a range of health care and disease management services, uses Saba to power 'Bupa Learn’. This global Learning Management System cultivates collaboration across continents, helping share knowledge and develop the skills of Bupa people through self-paced web training and real-time virtual classroom courses.
Business Challenge
Bupa wanted a technology solution to support 50,000 users across multiple time zones, geographic locations, and languages. They had extensive learning requirements and ambitious goals to reach larger populations. Before implementing Saba, some courses were taught onsite for 5 days, affecting employees’ work/life balance.
Business Benefits
Provide 24/7 access to online learning and virtual classroom for 52,000 employees when they need it
Replace on-site learning with learning on Saba for two day introduction session coupled with three days of instructor-led training
Result in 40% cost savings and reduced time away
Achieve significantly higher user-adoption rates
Overview
With 830 offices in more than 100 countries, Kuehne + Nagel is one of the world's leading logistics providers. Kuehne + Nagel uses Saba's virtual classroom to centralize global training and collaboration processes for 46,000 employees.
Business Challenge
Kuehne + Nagel needed to facilitate and accelerate training and collaboration for 46,000 employees in 830 offices in more than 100 countries worldwide. They wanted to reduce of training and travel expenditure and connect a range of global operational communities. Lastly, they aimed to reduce ‘live’ meetings and their durations while empowering otherwise difficult, impractical collaborations.
Business Benefits
Accelerate training of business processes, IT applications and products
Reduce travel, accommodation and facilities expenditure globally
Save substantial time, operational and opportunity costs
Deliver faster, easier, more flexible training and session setup and attendance
Enable regular interaction and collaboration between remote and geographically disparate communities
Improve employee interactivity with greater time-saving and more convenient training attendance
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
2. White Paper
n
The New World of Work
Regardless of the industry organizations serve, the products
or services they offer, or where in the world they do business,
organizations are witnessing a change in how they compete in
today’s marketplace. The unavoidable influx of mobile devices —
such as laptops, smartphones, and tablets — has given small,
regional organizations the opportunity to compete on a global
scale. Employees no longer need to operate in the confines of
their cubicle at their headquarters during the typical 9-5 workday.
Instead, companies can function competitively around the clock,
from anywhere and on any device. And, it’s the accessibility and
commitment to their company, customers, and partners that have
caused organizations to re-evaluate how they conduct business
and thus, attract a new class of employees.
Knowledge workers
can be found within any
industry sector — from
technology engineers to
auto technicians — and
all are driven by what they
can not only give, but also
by what they can gain
from the company for
which they work.
Today’s knowledge workers
are not motivated by just a
paycheck, but also demand an
environment in which they can
contribute and learn.
Employees want to feel involved and build relationships at work
that stem far beyond “getting the job done.” Employees want a
work environment that not only supports them financially, but also
improves their quality of life. They seek a company that can offer
the opportunity to hone their skills to a high level through training
and personal investment from the management team. Team
members want to feel they can continue to grow and expand
their learning within the organization; they expect a long-standing
commitment to the brand and continue to deliver top-quality work
to support this growth.
In order to address this changing landscape, organizations
must adopt a more people-centric approach to the recruitment,
development, and management of employees. People-centric
organizations are ones
in which employees view
their work as additive to
Work becomes an extension
their personal brand and
of who we are — it’s about
knowledge base.
a work/life blend, rather
than attempting to balance
counter forces.
2
Welcome to the new world of work. It’s an innovative,
unique way of addressing this changing business landscape
and giving organizations the tools needed to build a more
competitive workforce.
Changing Business Landscape
The fundamentals of business have not changed for several
generations. The economic basics — revenue growth, cost
reductions, and increased return on investment — remain pivotal
components to organizations’ success. What has changed,
however, is the rate and environment in which organizations
do business. Many companies today operate on an outdated
basis of a fixed-state model, with one- to three-year business
plans, periodic reorganizations, consecutive steps, and a siloed
work style. Until recently, this approach worked well when a
command-and-control, top-down model based on principles of
operational excellence was a winning formula. It was supported
by transactional business systems well suited to a static world
in which processes were linear and programmatic, and people
worked mainly in single models.
But those days are gone.
The majority of training happens outside the formal learning
process. Nearly 80% of learning occurs in an informal setting
such as through meetings, on-the-fly chats, task forces,
workgroups, brainstorming sessions, cross-functional
collaboration, and input/feedback sessions from peers and
mentors. Only about 20% of the learning process happens within
the confines of a formal learning program.
3. Moreover, technology advances — from the rise of the
smartphone to the popularity of social networks — have
increased the speed in which information is shared. Modern
employees demand mobile access to their work applications and
data wherever they are, and on whatever device they choose.
Organizations must cater to this environmental shift, ensuring
they give employees the technology toolset — devices and
applications — to successfully accomplish their work.
Today, the global landscape
is volatile and in constant
flux. Globalization, a mobile
This is the shift from
information-centric
business models
to people-centric
operations.
Historically,
organizations focused
heightened public scrutiny are
on information-centric
changing the dynamics of work
business offerings have
and social life. This environment
operated by automating
and reporting on
places a premium on enabling
processes like legacy
individuals and groups to be
talent management
constantly engaged, connected,
applications. However,
and aligned while possessing
new people-centric
the knowledge and expertise
technologies, such as
to tackle changing strategies
Facebook, that enable
people to easily share
and conditions.
ideas and information,
are driving the change in
the business landscape.
This new people-centric model for driving how work gets done
represents a fundamental shift in how business processes must
be designed and the tools will be used.
workforce, social media, and
Many of the most prevalent legacy systems do not support
these people-centric models — as these new technologies
enable many more options for people to communicate and
work together. These technologies make an organization’s most
important asset, its people, far more powerful.
Key trends driving the new world of work include:
ƒƒ Demanding customers: Consumers around the world
have raised their standards. They are accustomed to getting
what they want, whenever they want it. Companies need to
address this increased demand by treating work as more of
a tradable commodity, rather than a job. Companies need
to have more independent contractors and freelancers with
“hyper-specialization,” in addition to regular employees with
the generalized know-how to meet corporate objectives.
Companies increasingly will rely on crowdsourcing to secure
skills and services, allocate tasks, and complete projects.
ƒƒ Speed and pace of business: The pace at which business
operates is accelerating — with new positions, jobs, tasks,
and more brought into the workplace daily. As a result,
careers are becoming more fluid and less linear or laddershaped. Consumers will have more jobs during their careers
— often transitioning between new opportunities quickly. To
meet this new pace, employees require continuous learning,
development, and acquisition of new skills to be available
at any time — whether employees are traveling abroad or
sitting at a desk in the company’s headquarters. Ensuring a
steady pipeline of training sessions and access to materials
is essential to support employees’ growth.
ƒƒ Uncertainty in the workplace: Life does not present us with
a crystal ball that outlines each step we will take; rather, it is
ever-changing and uncertain. Disruption in the workplace is
common and, quite frankly, what each modern professional
should consider the norm. Organizations once differentiated
themselves competitively based on their creativity and
innovation. This, however, is no longer as relevant as it once
was. Innovation in the workplace is no longer a differentiator
for organizations; it becomes part of the DNA of every
surviving business. Smart organizations will embrace the
tools, processes, mobile access, and philosophies that
institutionalize innovation. Organizations that do not will fail.
ƒƒ Social, real-time collaboration and gamification:
These applications will become the fabric and inherent
capabilities of all enterprise offerings. To fully support
its workforce, a company needs to embed social and
collaboration capabilities into existing business processes.
It’s more than real-time access to data on devices, it’s
being able to analyze, collaborate, and engage with that
information. For example, organizations can leverage these
capabilities to better serve their customer base, engage
with employees in similar areas of expertise, or connect with
prospective partners.
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4. White Paper
n
The New World of Work
ƒƒ Globalization: Globalization and increasing growth in
emerging markets will require companies to look for and
develop international leaders. Likewise, globalization creates
more competitive work environments. Competition can
come from anywhere in the world and can arrive faster
than companies can prepare for. Solutions, products,
and services that were once launched region-by-region,
now are rolled out simultaneously worldwide. To counter
this competitive threat, companies will seek professionals
with global awareness, fluency, corporate acumen, and
cultural understanding to achieve their business success.
Technology is the key to enabling organizations (regardless
of their size) to perform business as a worldwide enterprise.
In response to these new demands, today’s forward-looking
organizations are beginning to operate on a networked model,
where work is concurrent, connected, and fluid, and where they
are easily able to adapt to take advantage of new strategies
and emerging opportunities. The workforce itself is now widely
dispersed, often across continents, and much more broadly
defined to include not only employees, but also customers,
partners, suppliers, and influencers.
Additionally, the way organizations communicate has shifted
dramatically during the past five years. The nature of work
today is increasingly networked — everyone is interconnected,
and work is more adaptive, more social, and less focused on
hierarchical structures and fixed roles. Companies that do not
adjust to this by providing systems to capture and enhance
these interactions will be left behind. Successful organizations
are moving to a performance culture that rewards individuals and
teams for contributions and results, not job title. Employees want
to be rewarded for the value of their work regardless of their level
or project. It’s about showing employees that their work is building
a better brand. At the same time, people will expect their rewards
to reflect their contributions, including both past performance and
potential to create value in the future.
As jobs are constantly redesigned, individuals must be offered
options for continual development to fill skills gaps. Companies
without a program to grow employee know-how and provide
career paths will increasingly find it difficult to retain top talent.
The more informal nature of this type of information-sharing is
seeping into the workplace as well, with employees expecting to
be “in the know” more quickly than in the past. It is imperative for
companies to adopt a people-centric approach to their workforce
in order to attract the best talent, spark innovation, and remain
competitive in their market.
4
Elements of the New World of Work
Building today’s competitive workforce is about engaging
employees and showing them that they represent more to the
organization than a salary in the human resources file system.
It’s about inspiring employees to do enhanced work, deliver
improved results, and collaborate more effectively with their
counterparts — whether internal (co-workers) or external
(customers or partners).
Most applicable to knowledge workers, the new world of work
can be defined by the following elements:
ƒƒ Know–how — This is the currency of the new world of
work. Know-how includes development of both the hard
skills needed to perform a job — such as engineering
or financial knowledge — as well as the soft skills —
communication, leadership, and the like — that are needed
for an organization to be successful against its objectives.
Know-how not only includes this direct knowledge, but also
encompasses the ability to access the organizational and
outside resources that are needed to complete a specific
project or function.
ƒƒ Agility — The rate of change in today’s markets has
accelerated, and organizations find themselves in a
hypercompetitive environment. The always-on, alwaysconnected nature of today’s communications require a
workforce prepared to both act and react in real time.
Employees crave environments in which they can be flexible
in how they do business. They want access to resources,
customers, partners, and co-workers anywhere in the world
they may be. Employees understand that both their personal
growth and business acumen will expand by remaining
competitive with both internal and external contacts.
5. They understand that asking questions in real time delivers
faster results and keeps them one (or in most cases,
several) steps ahead of the competition. Today’s employees
understand what it means to be flexible.
ƒƒ Trust — With increased communication comes an increased
trust throughout an organization, which also can lead to
increased transparency in activities across the extended
value chain of executives, employees, partners, and
customers. Employees, regardless of their position within the
organization or length of service, expect the same level of
transparency on all business operations. Employees crave
a flat business model — one in which people are selected
for a project based on their expertise, knowledge, and
availability, rather than their job titles or position of authority
within an organization. Employees understand that the
product, service, or solution they deliver will be better, should
their team be appropriately supported. Of course, traditional
corporate titles will remain and junior employees still will
report to senior members of their teams; however, the trust
instilled in the junior staff is heightened. Any idea is a good
idea. Vision, insight, and knowledge can come from anyone
and together, the team will deliver better business results.
ƒƒ Passion — The new world of work is built upon the passions
of its people. An engaged workforce is one that participates
across the network to share their expertise and resources
with the correct people, for the correct project, at the correct
time. The traditional work environment has been pushed
aside; today’s workforce includes employees that want to
make a difference. The modern worker is one that values
how he or she can better help her team, company, partner,
or customer. They carry an integral commitment to delivering
the finest work possible, regardless of when and where
the business occurs. Work today is more than a simple
paycheck; it’s about building a brand through continued
dedication to its success.
The new world of work is very apparent in today’s competitive
landscape — and has no plans of receding. Organizations must
address the changing business climate and ensure employees
understand the value they bring each day. The modern worker
blends home and work. Work happens whenever and wherever
it needs to, and it gets completed because employees are
steadfast in offering whatever they possibly can.
While the new landscape has emerged, legacy Enterprise
Resource Planning (ERP) and talent management systems have
failed to adapt to the way work gets done in organizations —
they remain largely focused on the applications of information
management and business process optimization. As a result,
businesses are plagued with poor user adoption and low
customer satisfaction ratings mainly because legacy systems
are not designed to deliver value to the ultimate end-users of the
software, the front line managers, employees, and their people
networks. This poor user adoption and low customer satisfaction
will get worse as younger generations grow in number in the
workforce. Younger workers have a different idea about how work
gets done — they prefer more social, mobile and collaborative
work environments. Today’s talent management systems
have been designed for top-down control of HR, learning,
and recruiting processes that only really benefit HR, learning,
and recruiting organizations. Solutions were not designed to
empower front line managers and employees to align themselves
to organizational strategies, or connect with the correct people,
information, and ideas to get their job done, and take charge of
their own professional development.
Organizations are witnessing a shift away from the informationcentric and process-centric systems of the past, toward a new
world of work dominated by people-centric systems.
Getting Started Today
To support the new world of work organizations need a peoplecentric organization model that focuses on the continuous
development, engagement, and inspiration of everyone in
the extended network, including employees, partners, and
customers. Saba provides a people development platform that
is built on three key components: 1) people profiles; 2) people
processes; and 3) people engagement. By addressing these
three pillars, organizations will better equip their staff to deliver
more advanced, efficient results.
ƒƒ People profiles — This profile is the heart and soul of a
people-centric platform. The people profile needs to capture
not only formal data such as performance scores, skills,
and talent indicators, but also informal information such as
content, expertise, experience, interests, and contributions
to the people network to help everyone find what they need
to get the job done.
Employers need to integrate people profile data from a
variety of different systems, including human resource
information system (HRIS), learning management, talent
management, social collaboration systems, and other ERP
systems. Organizations will need the ability to model and
track people and structures inside their organization.
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6. White Paper
n
The New World of Work
They, too, will need the ability to model people, connections,
and structures outside of the organization across the entire
people network of employees, customers, partners, and
suppliers to understand how they work together to get
things done.
ƒƒ People processes — For a company to be successful,
its employees need to implement a set of strategic and
deliberate people processes, to attract, train, develop, retain,
promote, and move employees through the organization.
Business processes enabled by legacy talent management
solutions, however, have been plagued with low user
adoption because they are not designed to empower
employees to get work done or take charge of their own
professional development. Tools and technologies that allow
companies to transform traditional talent management from
a data- and process-driven HR exercise into a people-driven
experience are essential to empowering managers and
employees to produce results.
ƒƒ People engagement — In order to build a better workforce,
organizations need a set of social, real-time communication
and collaboration tools to engage employees to adopt
business processes and unleash their full productivity.
Companies need solutions that cater to today’s unique
employee landscape; one where employees engage with
peers, customers, partners, and others anywhere and
whenever they choose.
Today’s comprehensive workplace offerings are not entirely
about the traditional integration of learning, performance,
and workforce planning solutions. It’s now so much more.
It’s about providing a unified people development platform that
is open, cloud-based, and incorporates the latest social and
mobile technology. Saba’s unique offering gives organizations
— around the world and of any size — the next-generation
talent management platform to engage, develop, and inspire
its people. Quite simply, it’s a new way of working for the new
world of work.
Why Saba
Saba means a variety of things in different languages. For
example, in Spanish “saba” means “knowing” or “knowledge,”
which supports the company’s heritage in learning and talent
management. In Greek and Arabic, “saba” is derived from the
word Sheba, which means “dawn” or “new beginning,” directly
speaking to the company’s continued commitment to continuous
learning. Although Saba’s founding charter might have been
around learning and talent management, its focus always has
6
centered on how people
work and transforming the
ways in which they work.
The company’s mission
statement, of enabling
More than 15 years
ago, Saba created a
organizations to transform the
new category of Human
way they work by providing
Capital Management
a people-centric technology
(HCM) solutions with
platform that focuses on the
its Saba Education
continuous development,
Management System that
engagement, and inspiration
helped companies create
comprehensive learning
of their people, underscores
environments for the
Saba’s drive to build better
extended value chain —
workforces, by putting people
which included customers
first and building organizations
and partners as well as
from the ground up.
traditional employees.
Since then, the company
has continually remained
at the forefront of incorporating the latest technologies into
its learning and talent management offerings. The passion,
understanding, and knowledge of helping organizations
successfully compete on both a local and global scale is at the
core of what Saba is.
Saba’s legacy can be identified through the following
company milestones:
ƒƒ Founding of company: In 1997, CEO and founder
Bobby Yazdani transformed the learning industry with the
introduction of the Saba Learning Management System.
ƒƒ Talent management expansion: Building on its years
of experience, Saba introduced its Talent Management
solution in 2005. This solution included talent management
applications developed to provide integrated workflows
between talent and performance management.
ƒƒ Acquisition of THINQ Learning Solutions: In early 2005,
Saba acquired enterprise learning company, THINQ,
to extend its leadership in the enterprise HCM market.
The partnership between Saba and THINQ offered
HCM solutions that leveraged customers’ existing ERP
investments across the globe.
ƒƒ Acquisition of Centra Software: In 2006, Saba continued
expanding its customer portfolio and market expertise in
enterprise learning through its purchase of Centra Software.
By joining forces, Saba now offered the industry’s first
complete, turnkey enterprise learning solution.
7. than 850 employees and more than 200 partners across the
globe tirelessly working to transform today’s workforce.
Today, Saba enables organizations of all sizes to transform the
way they work by incorporating social networking capabilities
and harnessing the increasingly always-on, always-connected
mobile lifestyle. By leveraging these elements to empower an
organization’s most mission-critical assets — its people —
Saba helps organizations remain agile, relevant, and ready to
pivot in today’s performance-based economy.
Saba has the pedigree, the knowledge and established
credibility in learning and talent management to be best suited
to shepherd organizations toward the new world of work.
ƒƒ Launch of Saba People Cloud (SPC): To address the
shifting business landscape, Saba introduced its first social
offering, Saba People Cloud, in 2011. Saba saw a need for
organizations to be more social and interactive in order to
remain competitive, and developed a solution designed to
engage, develop, and inspire people at work.
ƒƒ Acquisition of HumanConcepts: HumanConcepts, an
organizational modeling and visualization provider, joined the
Saba family in early 2012. This most recent purchase brings
Saba’s evolution full circle, returning the company to its
HCM roots. In addition to HCM solutions, HumanConcepts
complements Saba’s talent management offering, enabling
customers to gain a greater holistic view into their employees
learning and development.
It is through these corporate landmarks that Saba built its
brand and has proven itself a market leader. The company, its
management team, and its valued employees are qualified to lead
the industry with the new world of work vision through this longstanding legacy.
Today, Saba works with organizations of all sizes — from
small mom-and-pop shops to global enterprises — and with
some of the world’s most innovative brands. The company’s
solutions support more than 2,100 organizations worldwide,
encompassing more than 31 million users and upwards of 10.4
million cloud users. Saba’s customer portfolio extends through a
wide range of industries, including financial services, life sciences,
high technology, automotive and manufacturing, retail and
hospitality, public sector, energy and utilities, and more. These
customers deploy Saba’s solutions in nearly 200 countries and 36
languages around the world. As of January 2013, Saba has more
From pioneering the learning market in the late 1990s to
overhauling how most modern, innovative companies operate,
Saba delivers solutions that implement a healthier, stronger,
and sounder workplace. It also has a long history of continuous
product innovation.
Saba believes that people are the center of an organization’s
competitive strategy, and in the 21st century, winning
companies will be people-driven companies. People will drive
the ideas that define companies; people will drive the services
that create value; and people will drive the insights that allow a
company to adapt to the future of work.
The company pioneered learning management more than 15
years ago, and has expanded into complementary offerings
such as talent management, including virtual classroom,
succession planning, workforce planning, workforce
visualization, and social collaboration. Regardless of the
market that Saba’s customers serve, the company’s charter
and dedication to its solution remains the same. It is through
ongoing investment in the design, development, and innovation
of its product solutions and determination to supply tomorrow’s
next-generation solutions today. Saba knows the importance of
constructing an improved workforce and remains dedicated to
transforming the way people work and enabling the new world
of work, for organizations globally.
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