In order for an organization to achieve its maximum potential and growth objectives, it needs a fully engaged and productive workforce. A new generation of human capital management systems and enabling technologies are allowing businesses to be more agile while continuously facilitating employee engagement and productivity. Digital and decision-support advances in compensation, learning, payroll and workforce management applications are allowing HR to improve responsiveness to business needs and stay in compliance with more complex regulations. And with organizations competing for a shrinking pool of available top talent at the same time baby boomers are exiting the workforce, new AI and machine learning capabilities can improve employer brand value by providing a personalized, relevant and rich experience to both candidates and employees.
Ventana Research offers research-based guidance on utilizing human capital management applications and information to ensure the maximum return on workforce investments and programs. Our insights will guide your organization to improved HR business processes, more actionable insights and an understanding of when to take advantage of emerging digital innovations across the HCM systems landscape.
Next Generation Human Resources Management Systems Benchmark - Recently Published
Payroll Optimization Benchmark - In Collection
Total Compensation Management Value Index - In Collection
Total Compensation Management Benchmark - Recently Published
Workforce Management Value Index - In Collection
Workforce Management Benchmark - In Collection
Workforce Management for Human Capital Management Benchmark - Recently Published
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People are the most valuable asset of every organization. To maximize their value; though; management must think carefully about how to use them. Workforce planning helps organizations address every aspect related to employees; from overall head cou
Compensation management is one of the most important components of successful sales and HR strategies. A well-designed process; comprehensive; timely information and frequent communications can enable companies to perform optimally. They�ll be able
Today's CFO knows that human capital is an organization�s most valuable asset; but in practice most organizations rarely connect their investments in people to their overall financial performance. A primary reason for this gap is that business proce
Social collaboration now extends from people�s personal lives into their work. The tools that enable this collaboration are a natural fit for Human Resources; whose functions include communicating and engaging with employees. Our benchmark research
Engaging employees requires more than directing them in what to do; they also need to receive credit for their accomplishments. Such recognition helps improve the employee experience; according to our benchmark research on human capital analytics; a
The employee experience is comprised of the interactions that employees have with their organization over the duration of their employment. Innovative organizations are focusing on employee experience management to help all employees excel at their
The drive to connect employee performance and business success is leading organizations to apply analytics to a broad range of human capital management processes; including return on human capital investment; employee lifecycle management; recruitmen
The drive to connect employee performance and business success is leading organizations to apply analytics to a broad range of human capital management processes; including return on human capital investment; employee lifecycle management; recruitment; performance management; learning and e-learning; succession planning; capacity planning and outsourcing. This is a development that is overdue. In almost all other facets people
The drive to connect employee performance and business success is leading organizations to apply analytics to a broad range of human capital management processes; including return on human capital investment; employee lifecycle management; recruitmen
In today�s intensely competitive markets; managers can�t rely on decisions based completely on gut feelings without running the risk of making wrong decisions that are costly in terms of both money and expertise. Instead they need high-quality infor
Organizations no longer require their workforces to use complex business applications that force people to adapt their work habits to the design of the software. But the same isn�t true of the software they rely on to engage and retain employees. As
A continuous planning approach that uses frequent portfolio analyses to evaluate new project demand against in-progress work will help organizations achieve greater agility; flexibility; coordination and accountability in their operations and project
The U.S. Affordable Care Act (ACA) is a complex law with many compliance requirements that entails significant effort and expenditures by almost every organization. Thus; having a strategy and plan but lacking the required processes; information and
The changes in HRMSs and other human capital management systems and the introduction of new technologies are facilitating an evolution of HR processes. Key focus points of this research will be to examine the changing role of the HRMS in organization
The changes in HRMSs and other human capital management systems and the introduction of new technologies are facilitating an evolution of HR processes. Key focus points of this research will be to examine the changing role of the HRMS in organization
Learning management is increasingly vital to businesses for training; compliance; onboarding and performance management. The new research examined the impact of and interest in six next-generation technological advancements on business use of learnin
Ventana Research has delivered the Benchmark Research into Next-Generation Learning Management. The research examined social learning in the broader context of human capital management; evaluated how and where social learning interacts with other HCM processes; and reviewed technologies such as performance management and recruiting. This research informs suppliers and buyers; educates the market; and provides guidance on the receptiveness of participants to new technologies and products.
Over the past decade; workforce management has taken on aspects of workforce planning; assigning the right talent with the right skills to the right job at the right time and then managing the effectiveness of those employees in the tasks they�re assigned. As workforce management needs have increased along with cost pressures and global management complexities; effective workforce management software has grown in strategic importance as an operations tool that can be used to control labor costs; minimize risk; fulfill compliance obligations and improving workforce productivity. Out of necessity; workforce management software is evolving as the human resource management system (HRMS) becomes a system for talent management.
To remain competitive in today's market; companies need happy customers. The quality of customer experience is dependent on the agent who handles interactions. Our recent research shows that organizations are actively deploying new channels of intera
To remain competitive in today's market; companies need happy customers. The quality of customer experience is dependent on the agent who handles interactions. Our recent research shows that organizations are actively deploying new channels of intera
Today; budgeting and operational planning effrots are typically only loosely connected. In contrast; Next-Generation Business Planning closely integrates unit-level operational plans with financial planning. Relying on information technology; it enab
Next-generation business planning closely integrates individual operational plans with financial plans. Supported by dedicated software; it enables companies to plan faster with less effort to achieve greater accuracy and agility.
Business planning encompasses all of the forward-looking activities in which companies routinely engage; such as sales; production and head-count planning as well as budgeting. Among the several benefits it conveys; planning helps to get everyone ont
Payroll management has traditionally been in a domain of its own; occupied solely with ensuring correct and timely payment along with compliance with relevant regulations. As a narrowly focused and transaction-oriented process; payroll management has
Payroll management has traditionally been in a domain of its own; occupied solely with ensuring correct and timely payment along with compliance with relevant regulations. As a narrowly focused and transaction-oriented process; payroll management has provided the required accuracy and timeliness but has been peripheral to the larger concerns of human capital management; which has been evolving around it rapidly. Over the last decade payroll management has been so widely outsourced that most of its services have been severed from the other HCM processes. As a result; organizations cannot readily connect payroll data to important related processes in today�s HCM landscape such as pay-for-performance strategies in compensation; nor to other core human resources processes. This isolation from the evolution of HCM has prevented them from using payroll information and planning in strategizing.
In many organizations; routine functions can be overlooked as places for improvement; and payroll management is one of those areas. With the growth of integrated systems in human capital management; the once stand-alone function of payroll is being b
To retain skilled talent and attract new recruits; organizations must show clearly that the work these individuals do or will do has value � that it will align with and further the goals of the business. Creating this picture requires cohesive workf
Smartphones and tablets began as consumer products; and revolutionary ones at that; giving users new ways to interact with information and each other. Thus; it was only a matter of time until employees insisted not only on bringing their devices to
Compensation management is a key activity for supporting all workers and talent management processes. Determining and providing the appropriate compensation for each person; whether it involves base pay; merit pay or variable pay and incentives or bo
Compensation management is a key activity for supporting all workers and talent management processes. Determining and providing the appropriate compensation for each person; whether it involves base pay; merit pay or variable pay and incentives or bonuses; is critical to being able to attract and retain productive members of the workforce � full- or part-time employees; contingent workers and contractors alike. Incentive compensation tied
Compensation management used to address a very specific need; managing compensation. But as the information age has transformed how businesses utilize and leverage analytics; compensation management has grown in scale. While the main function is the
Even when it is handled well; talent acquisition is an increasingly costly process in today�s job market. Hiring the wrong people or in the wrong positions wastes time; money and effort. The intense competition for scarce talent makes mistakes more
Compensation management is a key activity for supporting all workers and talent management processes. Determining and providing the appropriate compensation for each person; whether it involves base pay; merit pay or variable pay and incentives or bonuses; is critical to being able to attract and retain productive members of the workforce � full- or part-time employees; contingent workers and contractors alike. Incentive compensation tied to objectives often is critical in areas such as call centers; sales and field service. The complexities of compensation make more difficult the core challenge faced by human resources departments: keeping employees productive; satisfied and motivated.
Many organizations find that their human resources information is riddled with inaccuracies; inconsistencies and duplications. A primary cause of these problems is the tool most often used to process; store and share the information: desktop spreads
As the pace of business innovation has picked up; many organizations have found it harder to keep up. Studies show that fewer than half of organizations have accurate project plans and only one-quarter can compare actuals to plans within three business days.
Successful companies are able to generate the maximum value from their investments. But doing that is not necessarily easy. Balancing work efficiency and effectiveness withing business areas and processes is often difficult - and in many instances growing increasingly so.
Our Maturity Index analysis places only 12 percent of organizations at the highest Innovative level of maturity. The research shows that overall businesses tend to rely on traditional cost- and budget-related metrics and use spreadsheets heavily.
The findings offer fresh research-based information on companies' attitudes toward workforce analytics. They confirm that metrics and key indicators are important for workforce and talent management; used most often to evaluate performance and determine compensation. However; organizations face obstacles in the form of limited availability and
The Workforce Analytics benchmark assessed organizational maturity by examining the adequacy of people; process; information and technology competencies required to make the most effective and efficient use of analytics. The findings offer significant new insights into how analytics and the measures and metrics they provide are used by HR and corporate management. This research shows that most executives and managers view workforce performance as the most important metric; with performance reviews the most regularly
To achieve success in today�s intensely competitive market environment; businesses must take all steps possible to enable their employees to perform at their best and must allocate their workforce as effectively as possible. In Ventana Research�s vi
Workforce management goes beyond tracking time worked; it also needs to provide tools to understand employee productivity and help maximize their time. As such; the Ventana Research Value Index: Workforce Management in 2014 analyzes current products
Historically workforce management has been centered on tracking time and attendance; absence and leave and interfacing with payroll processing.
Historically workforce management has been centered on tracking time and attendance; absence and leave and interfacing with payroll processing.
Cloud computing is now well established as a viable platform for businesses to use in deploying and accessing applications; it has proven to be an appealing alternative to installing and managing them in-house. Cloud computing frees organizations fr
A new generation of digital technologies is extending human capital management (HCM) systems, making them simpler and more productive than ever before. Our benchmark research into next-generation human resources management systems (HRMSs) shows that deployment and optimal use of these emerging technologies have become a priority for all organizations considering improving the performance of their HRMS
An effective human capital management strategy should focus on engaging workers at all levels. To make the strategy successful, innovative organizations use a software platform that brings together human resources and talent and workforce management systems.
Talent management processes have been steadily advancing over the last five years, along with organizations’ ability to efficiently manage hiring, performance reviews and compensation plans to achieve expected outcomes. But many organizations’ talent management has not incorporated market data into compensation applications, leaving them unable to ensure that
Human capital is a business’s most important asset. Most of the time it also is the largest operating expense, and thus can have a major impact on profitability and overall success. To keep employees engaged and productive, companies must of course compensate them appropriately – while not overpaying them and running the risk of eroding the bottom line.
Predictive HCM is a set of workforce-related programs and activities where technology-enablement has evolved faster and further than anyone could have imagined only a few years ago. Initially used to predict job fit and flight risk, predictive HCM use cases have now exploded, driven by the notion that combining analytics frameworks, big data and algorithms can address long-standing HCM challenges. As investment levels from vendors and customers continue to rise, so has the awareness that risks must also be accounted for -- or resulting decisions and actions can easily be off-target. Ventana Research’s HCM practice leader and Vice President Steve Goldberg, who has operated across the HCM spectrum for more than 30 years, will illuminate for webinar attendees the type of business benefits they can expect from Predictive HCM. Steve will also highlight the corresponding risks to be out in front of, some more obvious than others.
Blending external compensation insights with your organization’s compensation data is now easier than ever before. HR leaders can implement a more comprehensive approach to their compensation processes that is timely and up-to-date to help provide guidance for the organization using external insights and big data in ways that weren’t possible a decade ago. It is much easier for organizations
If you are not confident in what your organization is doing in work and resource management, it is time to consider a better path to enabling accountability and optimal productivity. Over the past decade, our firm has seen this failure consistently undercut business potential, frustrating the leadership of almost every organization.
HR departments are like the proverbial kid in a candy store when it comes to selecting AI and bots “goodies” to lobby for and ultimately deploy. In the digital era, capabilities not even on the radar as recently as a couple years ago are getting increasing air time in HR staff meetings, including themes such as personalizing the employee experience based on machine learning. And in those same meetings, AI and bots are actually being discussed as perhaps the answer to the age-old question of how to invert the HR time allocation pyramid, allowing more time to be spent on strategic rather than tactical and transactional activities.
Engagement is essential to empower every employee to perform his or her best, which is a key priority among HR and business leaders. It’s critical for ensuring that the workforce – almost always an organization’s most valuable asset – is delivering maximum value to the organization while valuing its own role in the organization’s success.
Businesses are moving to more service-based models, and finding and retaining top talent has become more mission critical than ever before. But as businesses compete to keep employee costs down and retain talent, many have turned to technology to find inefficiencies and improve the employee experience.
HR and payroll organizations that operate across multiple regions are keenly aware of the challenge of complying with country-specific business and regulatory requirements. They know that penalties for noncompliance can be severe. The situation becomes even more daunting when a company must roll up or consolidate its geographically dispersed data, as is often required when operating a global payroll process or HR-reporting function.
Organizations around the world valiantly try each year to make it through another compensation planning cycle relying on spreadsheets. However, increasingly complex compensation process requirements make it more and more difficult for organizations to justify using “low-tech” tools. Our 2017 Total Compensation Management benchmark research finds that 83% of participants experienced some degree of paycheck errors after their compensation spreadsheets were passed on to payroll.
Organizations are finding it increasingly difficult to address the changing demands of work in a way that optimally utilizes resources to deliver improved results while controlling levels of financial investment. C-level and executive teams must ensure that the strategic projects and programs they launch to increase market and business potential are both well-designed and well-managed.
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