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Beyond Limitations: Why SAP ERP HCM Users Should Migrate to SAP SuccessFactors ECP for Superior Payroll Solutions?

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To keep up with the ever-changing digital world, now seems to be an ideal chance to switch to SAP SuccessFactors ECP whether you're currently using SAP on-premises ERP or a legacy solution.

The purpose of this migration is to prepare your company for the future as well as to maximise the advantages of next-generation operations.

Is SAP® SuccessFactors® Employee Central Payroll an ideal solution for you?

Closely observing the market trends, payroll migration to the cloud is driven by many reasons, including businesses’ desire to save expenses while increasing efficiency.

After numerous years of development, SAP ERP HCM’s payroll system is incredibly sophisticated. Over time, customers – especially those with substantial number of employees and highly bespoken payroll solutions, have made significant investment in terms of cost, resources for implementation, ongoing maintenance, and staying current with updates to their payroll solution. These customers would like to take advantage of their ERP HCM Payroll investments and investigate the potential for switching to SAP SuccessFactors Employee Central Payroll (ECP).

Factors that led to the migration of SAP ERP HCM customers towards ECP

  • Streamline the current system to adopt more modern and integrated solutions.
  • Fully transition into ECP before the end of mainstream maintenance date for SAP ERP HCM being 2027 (or extended maintenance to 2030).
  • Streamline the legacy payroll processes by adopting a unified tool, Payroll Control Center supported by KPI’s and validation rules.
  • Improve user experiences with simple and consistent processes across HR, payroll, and time and benefits management.

Overview of migration process from SAP ERP HCM Payroll to EC Payroll

The migration process from SAP ERP HCM Payroll to EC Payroll commences by engaging an implementation partner capable of assessing both the legacy system and business processes to formulate a strategy, requiring meticulous evaluation and planning. Following the preparation phase, the design phase ensures the alignment between current processes and the new system, with potential process redefinition based on system capabilities. An assessment of the data migration strategy is performed to determine the data slated for migration and ascertain the level of historical data inclusion.

Subsequently, the system is built according to the agreed-upon design and undergoes several testing phases, including unit testing, system integration testing, user acceptance testing, and parallel run. The parallel run, a critical phase in any payroll implementation, validates the system’s readiness for production use. Effective change management and ongoing support are vital to ensuring a seamless transition and facilitating end-user adoption of the new system.

By adopting a strategic approach and leveraging the expertise of experienced partners like Zalaris, organisations can successfully navigate the complexities of migrating to SAP SuccessFactors Employee Central Payroll.

Problems HR professionals are trying to solve with migration

HR professionals primarily focus on enhancing efficiency and accuracy in payroll processes. They aim to streamline current systems by

adopting more modern, integrated solutions like Employee Central Payroll (ECP) that offer improved functionality, regulatory compliance, and user experience. But evolution doesn’t stop there. SAP’s strategic shift toward cloud technology is reshaping how businesses tackle HR and payroll management. This shift isn’t merely a trend – it’s a game-changer.

By embracing cloud-based solutions, companies unlock a host of benefits, including access to niche cloud-native products that amplify productivity and innovation.

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Challenges while implementing SAP ECP and how to navigate through them

Every payroll implementation presents its own set of unique challenges, yet the common goal remains to seamlessly transition current business processes into a new system with minimal disruption. One of the primary hurdles faced by customers is migrating master data to the new system.

For customers currently utilising SAP ERP HCM and transitioning to SuccessFactors ECP, they have the choice between lift and shift the existing configurations and data or ‘start from scratch’. There are certain tools available in standard that translates the ERP HCM data into the SuccessFactors format, for instance, SAP Infoporter tool. Alternatively, the Spinifex Easy Migration de-risks and accelerates the migration to ECP.

Non-SAP customers seeking to migrate to SAP SuccessFactors ECP do not have the lift-and-shift option, compelling them to start from scratch. This requires thorough planning due to the significant costs associated with changing payroll products.

Opting to start from scratch provides customers with the opportunity to leverage accelerators offered by implementation partners, streamlining the process and reducing both time and costs.

Overcoming the implementation challenges

Implementing a new payroll system can be a daunting task, but with the right approach and tools, organisations can successfully navigate through the challenges. Customers should conduct a comprehensive assessment of available payroll products and choose the one that aligns with most of their business requirements.

This evaluation should encompass the long-term objectives of the organisation to ensure that the selected system not only handles payroll processing but also integrates seamlessly with other essential business functions, such as HRIS and talent modules.

While several aspects address these issues, the most significant include:

  • Thoroughly assessing your organisation’s payroll needs and requirements.
  • Defining clear objectives and goals for the implementation process.
  • Involving key stakeholders early on.
  • Utilising appropriate tools for data migration.
  • Collaborating closely with the implementation partner to align with your business processes.
  • Anticipate resistance to change and proactively manage it through effective change management strategies.
  • Identify potential risks and develop mitigation strategies to address them proactively. Monitor progress, identify early warning signs, and take corrective action as needed to prevent project delays or cost overruns.

It’s essential to recognise that payroll is not a one-time event but an ongoing process.

Integration – Key feature of SAP SuccessFactors ECP

In today’s dynamic business landscape, the integration of Employee Central Payroll (ECP) with SAP’s Human Experience Management (HXM) suite marks a significant advancement in managing HR and payroll processes. This seamless integration provides organisations with a unified system, streamlined operations and enhanced efficiency.

While the task of maintaining and updating systems to comply with local legislation can pose challenges for many payroll providers, SAP addresses this concern with ECP locale complaint for 50 countries, with plans to gradually add more countries. This ensures that organisations can stay up to date with regulatory requirements without unnecessary complexities.

SAP’s Cloud Payroll (ECP) utilises the same payroll engine as proven existing SAP ERP HCM Payroll, but it’s hosted on the cloud with improved user interfaces and seamless integrations. ECP features a unified tool Payroll Control Center, which is truly proactive than reactive. It allows real-time monitoring and makes the end-to-end payroll process simple and efficient. It’s One-Click Monitoring provides real time insights in terms of data quality and accuracy even before the productive payroll.

Employee Central Payroll integrated with SAP’s HXM suite, combined with a cloud strategy, presents a compelling solution for organisations looking to streamline HR and payroll processes while staying compliant and competitive in a rapidly changing business environment.

Start the migration journey with Zalaris

Zalaris, as a leading SAP gold partner with over 2 decades of experience in implementing and supporting SAP HR & Payroll solutions offers PeopleHub, powered by the SAP SuccessFactors Employee Central Payroll (ECP) solution.

A template enriched with pre-built, legislatively compliant and leading practice configuration, that minimises the need for users to reinvent the wheel. This template integrates preconfigured settings for managing Payments, Allowances, Deductions, and other country-specific features. Serving as an accelerator, it offers customers advantages such as base configuration, simplified business processes, and streamlined data migration processes.

Furthermore, the solution is bundled with Spinifex IT Easy Reporter tool, granting customers access to a comprehensive suite of payroll reporting capabilities. Starting from the planning phase of the implementation, Zalaris collaborates closely with the business to devise a strategy for payroll transformation. This involves in-depth discussions leading to the proposal of architecture, peripheral system considerations, and overall integration within the customer’s ecosystem.

Feel free to reach out to us if you would like to move your on-premise SAP Payroll to SuccessFactors Employee Central Payroll with the assistance of Zalaris.

The Power of Total Compensation Management in the Changing World of Work

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An impending recession and soaring prices are adding to the challenges already faced by companies globally because of rising job turnover.

Talent is still in high demand, regardless of the current state of an industry. Employees are taking advantage of this information, especially millennials who are using it to win higher-paying jobs.

Business leaders are being forced by reality to assess their employee value proposition and total rewards offering to reduce attrition. This assessment is in addition to the already existing expenses like hiring, onboarding, and training as well as lost productivity from vacant jobs because of changing circumstances.

A growing number of employees are quitting their compensation package without fully understanding or appreciating its value, which leaves them more open to alluring offers, especially among remote workers. This is particularly true as businesses may find it difficult to express gratitude and maintain informed and engaged employees when they are far away.

These factors make it imperative that you convey to potential hires and current employees how much your company values their contributions as part of your talent acquisition and retention strategy.

Why do you need compensation strategies?

A complete compensation management strategy, when backed by the right solution, offers a cohesive perspective of the components of pay and greatly benefits individuals in various jobs within your company.

Attracting top talent

According to a Glassdoor poll, 67% of participants cited salary and compensation as the most crucial considerations when evaluating a job offer.

Motivated and engaged employees

According to a Globoforce report, organisations with robust recognition programs are 12 times more likely to have a highly engaged workforce.

Reduces attrition

Businesses with excellent pay and benefits ratings saw 56% less attrition than businesses with bad ratings in the same category.

Improving transparency and equity

Based on Payscale’s 2022 Compensation Best Practices Report, 66% of organisations say pay equity analysis is a planned initiative

The true war for top talent is being waged here, which is why leading organisations are embracing a total compensation management approach. The yearly achievement of your company’s strategic goals and objectives will be largely determined by your compensation management program.

Pay parity and benefit parity are guaranteed by well-managed compensation plans throughout the whole company. To ensure that their pay plans are successful, business owners and HR directors should be well-versed in both employee expectations and the workings of compensation administration.

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Update your compensation strategy for the changing economy

Here are the top three recommendations by SAP experts for an effective compensation strategy that will make sure your organisation’s demands are met both now and in the future.

Aligning rewards strategy with organisational strategy

The road map for acquiring a competitive advantage is established by organisational strategy. Additionally, this alignment makes it possible to encourage positive behaviour and penalise negative behaviour. Employee motivation stems from what is assessed and rewarded; hence incentive strategies must complement organisational strategies.

Everyone must fully understand the plan for it to serve as a magnetic north for calibrating employee compasses. When total compensation is in accordance with company objectives, it may dissolve organisational silos and bring people from different departments, business units, and even the whole organisation together.

Pay transparency

Professionals have a rising interest in how their pay is decided, and many interpret “pay transparency” as a corporation being fully transparent about everyone’s salary.

Pay transparency has several advantages, including improved work performance and satisfaction, enhanced trust, and retention. You can tell how much you respect your staff by the way you reward them, after all. Create a core philosophy of compensation that guides your pay transparency policy, provides context for the decisions you make about compensation structures and policies, and ultimately helps you decide how transparent to go with respect to your organisation.

Re-evaluate remote work compensation

Remote work is the way of the future, and its benefits exceed its drawbacks. Reward systems may be used by businesses to maintain the engagement of their remote workers. It’s essential to identify a pay plan that effectively accommodates this scattered workforce.

Four most significant remote work strategies as shown below:

  • Tying an employee’s pay to their geographical location.
  • Merit-based remote work compensation.
  • Benefits and entitlements that extend to remote workers.
  • Global salary standard

Global compensation rewards to consider within an organisation

Short-term incentives:

Recognition awards

Spot bonuses or recognition awards are frequently given and are often closely linked to demonstrating business values. They typically lack predetermined criteria and are awarded solely for outstanding achievement. These initiatives may consist of monetary rewards, publicly acknowledged “thank you” messages, and point-based schemes that let the workforce redeem rewards after reaching predetermined milestones.

Referral bonuses

Referral bonuses are rewards employees receive for introducing job prospects to their employer. When they recruit someone who is highly recommended by an existing employee, and they stay in the role for a set period of time—typically a few months—employers commonly give cash awards.

Long-term incentives:

Stock-based

Shares of the company’s stock are used to deliver value. Employee compensation may be contingent on meeting performance targets, but in the end, workers will get a portion of the company’s stock. This strategy aids in the longer-term retention of top performers by allowing employees to partake in company earnings.

Performance-based incentives

Performance bonuses are given regularly to employees based on their achievements. When individuals actively contribute to the financial success and expansion of their company, performance bonuses are often paid by the employer. Setting and rewarding annual or quarterly performance incentives for top achievers is a common practice in monitoring employee performance targets.

Develop an informed and employee-centered compensation strategy with Zalaris’ Compensation Planning Solution

A total rewards strategy will serve as an effective visual reminder of the financial investment your company has made in the personal and professional development of its workforce. Additionally, it’s a fantastic start in the direction of accepting pay transparency.

Roll out a strong compensation strategy for your workforce with Zalaris Compensation Planning solution. Compensation administrators can optimise costs with the use of our unique modelling tools. In addition to offering suggestions on how to properly distribute salary and benefits resources around your company, the solution also has intelligence integrated right in. This allows you to make the most out of your budget.

Embrace a forward-looking compensation strategy that not only meets the needs of your workforce but also aligns with the broader goals of your organisation. Zalaris is here to support you on this journey, helping you navigate the complexities of compensation planning with efficiency and intelligence. Elevate your approach to compensation management and empower your workforce for sustained success.

Addressing Bias and Unconscious Bias to Advance DE&I in Recruitment

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In the bustling metropolis of modern workplaces, there exists a silent yet potent force - a force that shapes the very fabric of organisational culture and defines the trajectory of success.

This force goes by the name of Diversity, Equity, and Inclusion (DE&I), and its resonance reverberates far beyond the confines of HR manuals and corporate mission statements.

In this article we shall uncover the veiled biases that lurk within recruitment processes and explore strategies to foster diversity, equity, and inclusion (DE&I) in the modern workplace.

Understanding DE&I

Diversity, Equity, and Inclusion, abbreviated as DE&I, are not just corporate jargon; they are the pillars supporting a paradigm shift in organisational culture. Diversity, extending beyond the visible markers of race, gender, and age, encapsulates the richness of varied experiences, backgrounds, and perspectives. Equity ensures a level playing field, dismantling systemic barriers that impede the progress of individuals from different walks of life. Inclusion goes beyond a mere invitation – it’s the creation of an environment where every voice is not only heard but also valued.

What is DE&I?
DE&I stands for Diversity, Equity, and Inclusion. It represents a commitment to creating workplaces that embrace and celebrate differences, ensure fairness and opportunity for all, and foster a sense of belonging where every individual feels valued and respected.

Picture a corporate environment where a multitude of voices, experiences, and backgrounds converge, forming a vibrant mosaic of perspectives. This is the promise of DE&I – an inclusive workplace where differences are not only acknowledged but celebrated. Yet, this promise encounters a significant hurdle in the recruitment process, where biases, both overt and subtle, can thwart the realisation of a truly diverse and inclusive workforce.

The power of DE&I in the workplace

“Did you know companies with more than 30% women executives are more likely to have above-average profitability than companies with less than 10%?”

Research has consistently shown that diverse teams outperform homogenous ones in terms of innovation, creativity, problem-solving, and financial performance. By bringing together individuals with different backgrounds, experiences, and perspectives, organisations can tap into a broader range of ideas, insights, and solutions, driving innovation and growth.

It has also been observed that diverse management increases revenue by 19%.

Moreover, diverse teams are better equipped to understand and serve diverse customer bases, leading to improved customer satisfaction and loyalty. Inclusive workplaces also cultivate a culture of empathy, where employees from all backgrounds feel valued, respected, and empowered to contribute their best work. This sense of belonging fosters higher levels of employee engagement, retention, and productivity, as individuals are more likely to invest their time and energy in organisations that prioritise their well-being and professional development. In essence, DE&I is a strategic imperative for organisations seeking to thrive, however, the true measure of success lies in the meticulous implementation of these principles.

Recruitment: The nexus of DE&I implementation

Recruitment serves as the frontline in the battle for the implementation of diversity and inclusion. Its where organisational values are put into practice—or fall by the wayside. Biases, both conscious and unconscious, lurk beneath the surface, shaping who gets hired and who gets left behind.

Unconscious biases, in particular, can be insidious, operating beyond our awareness and shaping our perceptions and decisions in subtle ways. From the way we evaluate resumes to the questions we ask in interviews, biases can seep into every stage of the recruitment process, perpetuating inequalities and stifling diversity.

Consider, for instance, the initial screening of resumes. Unconscious biases may lead recruiters to gravitate toward candidates whose names, educational backgrounds, or previous experiences align with their own, inadvertently excluding qualified individuals from underrepresented groups. Similarly, during interviews, unconscious biases can manifest in the form of subtle microaggressions, leading to differential treatment based on factors such as race, gender, or socioeconomic status. These biases, though often unintentional, have profound implications for the composition and diversity of the workforce.

To truly advance DE&I initiatives, organisations must confront and mitigate the influence of conscious and unconscious biases at every stage of the recruitment process.

Fostering awareness of the various types of biases is the crucial first step in this endeavour. Let’s delve into these biases to better understand how they can be addressed.

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Unraveling bias and unconscious bias in recruitment

Bias, defined as the inclination to favour or disfavour individuals, groups, or entities based on irrelevant or unfair criteria, can subtly influence decision-making processes in recruitment. Unconscious bias, a particularly insidious form of bias, operates without conscious awareness or control, making it imperative for organisations to identify and address these biases to ensure fair and equitable hiring practices.

Addressing bias and unconscious bias to advance DEI in recruitment

Let’s explore some common types of bias and unconscious bias in recruitment, along with examples:

Affinity bias: This bias occurs when recruiters favour candidates who share similar qualities or backgrounds, such as alma mater or hobbies. For instance, a recruiter might preferentially select a candidate from their own university, overlooking potentially better-suited candidates from different institutions.

Attribution bias: This bias involves judging candidates based on perceived personality traits rather than objective performance. For example, assuming that a quiet candidate lacks assertiveness, regardless of their demonstrated abilities and achievements.

Beauty bias: This bias occurs when recruiters favour candidates based on physical appearance rather than qualifications. For instance, overlooking a highly skilled candidate in favour of a more conventionally attractive one.

Conformity bias: This bias occurs when recruiters prioritise candidates who align with existing organisational norms or preferences, disregarding individual merit. For example, rejecting an innovative candidate because their ideas diverge from established practices.

Confirmation bias: This bias involves seeking out information that validates preconceived notions while disregarding contradictory evidence. For instance, focusing only on positive aspects of a preferred candidate while overlooking their shortcomings.

Contrast effect: This bias arises when candidates are evaluated relative to each other rather than against objective criteria. For example, rating a candidate higher or lower based on comparison with other applicants rather than their qualifications.

Gender bias: This bias occurs when candidates are favoured or discriminated against based on gender identity. For instance, assuming that female candidates are less capable than their male counterparts, irrespective of qualifications.

Halo effect: This bias occurs when a positive impression of a candidate in one area influences perception of other attributes. For example, assuming that a candidate with an impressive educational background excels in all areas, without assessing specific competencies.

Horns effect: This bias involves forming a negative impression of a candidate based on a single flaw, leading to unfair evaluation. For example, assuming incompetence based on minor errors in a CV, disregarding relevant skills and experience.

By recognising and mitigating these biases, organisations can foster a more inclusive and equitable recruitment process, ensuring that candidates are evaluated based on their merits rather than irrelevant factors.

The detrimental impacts of bias in recruitment

Companies that are more diverse are 70% more likely to enter new markets.

Havard Business Review

The repercussions of bias in recruitment extend far beyond individual candidates, casting a shadow over the entire organisation. Biased hiring practices not only perpetuate a lack of diversity within the workforce but also hinder the organisation’s ability to harness the full spectrum of talents and perspectives. This dearth of diversity stifles innovation, creativity, and growth, as fresh ideas and alternative viewpoints remain untapped. Moreover, the prevalence of bias undermines employee morale, erodes trust, and diminishes engagement, particularly among individuals from underrepresented groups who may feel marginalised or undervalued within the organisational framework.

Strategies to mitigate bias in recruitment

According to a survey conducted by ETU, 81% of employees expressed a higher likelihood of remaining with an employer who prioritises Diversity, Equity, and Inclusion (DE&I), while 78% indicated a greater tendency to recommend their employer to others under such conditions.

Mitigating bias in recruitment demands a comprehensive and proactive approach, encompassing awareness, education, and strategic interventions. Organisations can deploy various strategies to counteract bias at every stage of the recruitment process.

Implementing blind resume screening, for instance, helps strip away identifying information, enabling recruiters to focus solely on candidates’ qualifications and experience. Standardising interview processes and criteria minimises subjective evaluations, fostering fairness and consistency in candidate assessments.

Additionally, investing in diversity training for recruiters and hiring managers cultivates awareness of biases and equips them with the tools to make more informed and unbiased decisions. Embracing technology such as artificial intelligence and machine learning can further augment bias mitigation efforts by automating aspects of recruitment and flagging potential biases in job descriptions or candidate evaluations.

Embracing diversity, equity, and inclusion

Bias and unconscious bias in recruitment present formidable obstacles to achieving diversity, equity, and inclusion in the workplace. However, by acknowledging the existence of bias, raising awareness, and implementing proactive measures, organisations can chart a path towards more equitable and inclusive recruitment practices.

Through concerted efforts to mitigate bias, organisations can create environments where every individual has the opportunity to contribute and succeed, ultimately driving collective success and organisational excellence.

 

Josh Bersin on Best Practices for HCM Excellence: SAP SuccessFactors

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Effective human capital management has been proven to have an impact on organisational KPIs, like productivity, employee turnover, product quality, work safety, and customer happiness.

The implementation of cloud-based SAP SuccessFactors HCM systems is a multiyear, complex, cross-functional project for large companies. The goal of human capital management is to maximise and improve the economic or business value of an organisation’s human capital in order to gain a competitive advantage. Successful human capital management enables the business to pursue its human capital ambitions.

Addressing HCM implementation concerns

If implemented correctly, the HCM will unlock improved methods for managing talent, hiring, promoting, and working, among other important tasks. But none of these objectives will be possible if you are ill-prepared. There are several tactical—and less tactical—considerations to make before you get started. Our top five recommendations are listed here.

1. Aligning business goals and decision makers

Identifying the business objectives and the system requirements necessary to support you is one of the initial stages in any project involving the adoption of HCM technology. Identifying the members of your HCM implementation roster is crucial. Representatives from every pertinent stakeholder group, including those involved in hiring, compliance, remuneration, and other areas, should be on the project team.

The last essential component of putting up your project team is creating a structure to enable quick decision making. Lack of a clear decision-making structure might cause your endeavour to stall out entirely due to excessive back and forth and requests for several approvals.

2. Breakdown silos and prioritise collaboration

Especially at the business level, assembling your project team is a fantastic chance to begin dismantling the organisational barriers that frequently impede communication and productivity in HR. Key process for workforce planning, hiring, talent management, payroll, auditing and internal controls, human resource management, and compliance with HR laws will all be combined into a single control centre with your HCM system.

3. Overseeing the quality and migration of data

A key component of implementing HCM technology is guaranteeing accuracy and quality of the data that the new system will store and analyse. This includes transferring data from the old system to the new one and cleansing, verifying, and standardising the current data.

On the other hand, data quality problems can cause mistakes, delays, and inefficiencies in the new system, making this a difficult and dangerous process. Setting up a data governance structure, defining measurements and criteria for data quality, and using trustworthy tools and techniques for data transfer and cleansing are all necessary to avoid this.

4. Offering training and support to users

Improving user experience is one of the primary objective of HCM technology adoption. This implies that the new system has to be responsive, simple to use, and intuitive. But it also implies that users must receive assistance and training to efficiently use the new system. Users may differ in skill levels, knowledge bases, and attitudes towards the new technology, making this a problem.

Although non-HR staff won’t utilise the HCM much, this really creates a bigger training issue. When employees don’t carry out a process on a regular basis, they frequently forget how to execute it until they are required to do so again. This “forgetting curve” reduces output, fuels annoyance, and generates needless support requests.

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5. Handling expectations and change

Managing change and the associated expectations is the last hurdle in the deployment of HCM technology. Any organisation experiencing a big transition such as the implementation of a new system may find that it has a substantial influence on roles, procedures, and organisational culture.

Thus, to guarantee a seamless and fruitful transition, it is crucial to manage the shift and expectations efficiently. This includes informing users and stakeholders about the advantages and difficulties of the new system, empowering them, resolving problems, and acknowledging successes and milestones.

Achieving HCM excellence: Expert insights on SAP SuccessFactors best practices

The Josh Bersin Company presents a study on HCM best practices and key takeaways from SuccessFactors-powered HR transformation, focusing on strategies and practices from HCM implementation professionals. The report highlights multiple businesses that are most powerful and effective in SAP SuccessFactors implementations and along with the forthcoming implementation plans. Among them are,

  • Understanding SAP SuccessFactors
  • Six Key Lessons from Successful SAP SuccessFactors Transformations
  • Conclusion
  • Appendix: Study Methodology

Best practices for HCM excellence: The SAP SuccessFactors edition is an outcome of several hours of discussions with executives at The Josh Bersin Company, CHROs, EX leaders, and pioneers in HR technology. Based on these conversations by several experts from diverse companies the researchers have built a common framework and methodology for HCM and produced a maturity model to assist your company in its HCM journey.

Download the new report to gain a comprehensive understanding of the powerful SAP SuccessFactors HCM system that transcends traditional boundaries.

Decoding the Role of HR Technology in Midsize Organisations

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Midsize organisations often find themselves walking a tightrope between growth and stability. Over the past few years, they've encountered a myriad of challenges, from maintaining agility in uncertain environments to optimising costs while nurturing opportunities for expansion.

Amidst this situation, the role of Human Resources (HR) has undergone a profound transformation. HR leaders are increasingly turning to technology as a catalyst for navigating these challenges and fostering sustainable growth.

Now more than ever, HR technology has become the beacon guiding midsize organisations through the maze of modern business dynamics. But what exactly is HR technology? It’s more than just a suite of software solutions; it’s a strategic enabler that streamlines HR processes, fosters employee engagement, and drives organisational success.

What is HR technology?
HR technology encompasses a spectrum of digital tools and solutions designed to streamline and enhance various aspects of human resource management. From recruitment and onboarding to performance evaluation and payroll processing, HR technology revolutionises the way organisations interact with their workforce.

In this article, we delve into the pivotal role of HR technology in midsize organisations, exploring its challenges, benefits, and best practices for implementation.

Challenges faced by midsize companies in HR:

HR Challenges

Figure 1: HR Challenge 

From talent acquisition to retention, midsize companies grapple with many hurdles in human resources. Let’s delve into the 2 key challenges they face:

1. Recruiting and retaining high-potential employees:

In the current labour market, which has been the most competitive since the late 1990s, the challenge of finding and retaining skilled employees has reached unprecedented levels. This difficulty is exacerbated by a global shortage of skills, particularly in technical fields, further complicating the situation.

Recruitment teams are faced with the daunting task of attracting and hiring talent at significantly increased rates, all while grappling with limited staff resources themselves. Furthermore, today’s top talent seeks employers who align with their personal and professional values, including a commitment to diversity, equity, inclusion, and opportunities for career advancement. According to research conducted by InStride, over 75% of job seekers consider diversity and equity practices when assessing potential employers, and employees tend to remain with companies that prioritise internal promotion for almost twice as long.

Midsize companies find themselves particularly impacted in this situation. They face the same fierce competition for talent as larger organisations but often lack the resources and brand recognition to attract candidates as effectively. Moreover, midsize companies may struggle to offer the same level of perks and benefits as their larger counterparts, making it even more challenging to compete for top talent.

2. Managing a hybrid or remote workforce:

The transition to remote and flexible work locations presents fresh hurdles for HR professionals. Only 36% of employees report being engaged at work, while a significant majority (76%) express a preference for companies that actively listen to and address their concerns.

Maintaining employee engagement, productivity, and collaboration in a dispersed workforce, ensuring the health and safety of employees across various locations, and fostering a strong workplace culture are particularly challenging for midsize organisations. These challenges stem from several factors inherent to their size and structure. Firstly, midsize companies often operate with limited resources compared to large corporations, which can impede their ability to invest in robust remote work technologies and comprehensive employee support programmes.

Additionally, scalability becomes a concern, as existing systems and processes may not be designed to accommodate a distributed workforce efficiently. Communication barriers may further exacerbate the situation, hindering collaboration and alignment among teams spread across different locations.

Moreover, fostering a strong workplace culture becomes more challenging when employees are not physically present in the same location. Midsize organisations may struggle to maintain their unique culture and values across remote teams, leading to potential disengagement and morale issues.

However, traditional approaches to talent management often fall short in addressing these 2 major challenges, necessitating a paradigm shift towards innovative solutions.

Challenges faced by midsize companies in HR

Figure 2: Top Business Objectives Driving Growth  

The benefits of adopting HR technology in midsize organisations

According to a survey by CIPD, a significant majority (84.5%) of UK-based HR leaders affirm the integration of HR information systems (HRIS), while an equally robust 82.9% confirm the utilisation of payroll software.

The adoption of HR technology heralds a myriad of benefits for midsize organisations, presenting a transformative shift from enhanced efficiency to elevated employee satisfaction. By capitalising on automated payroll systems and centralised HR platforms, companies embark on a journey to streamline operations, mitigate errors, and alleviate administrative burdens. This not only liberates valuable time and resources but also ensures meticulous compliance with regulatory requirements.

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Equipping midsize organisations with the appropriate HR systems and technologies is pivotal in facilitating sound decision-making, enabling them to navigate today’s challenges and attain success. The major benefits of such implementation include:

Facilitating seamless integration: HR technology serves as the linchpin connecting HR seamlessly with other critical business operations, aligning seamlessly with the overarching technology strategy.

Ensuring global visibility: The adoption of HR technology ensures consistent and global visibility across the entire organisational landscape. This fosters the availability of the right decision criteria precisely when needed, empowering leaders to make informed choices.

Empowering people managers: HR technology provides invaluable assistance to people managers by offering robust support for hybrid working models, fostering agile decision-making, and ensuring connectivity for all workers, including those in deskless roles.

Digitally transforming employee life cycle: Embracing up-to-date and digitally transformed processes throughout the employee life cycle stands as a testament to the efficiency-enhancing capabilities of HR technology for the entire workforce.

Streamlining payroll processes: HR technology contributes to timely and accurate payroll processes, complemented by well-integrated time and attendance capabilities. This integration plays a pivotal role in reducing and eliminating costly payroll reruns, ensuring financial precision.

Nurturing comprehensive skills development: An integral facet of HR technology lies in its ability to nurture comprehensive skills development. This empowerment equips organisations to build a robust bench strength, preparing them to meet future objectives with confidence.

Facilitating optimal employee role alignment: HR technology introduces a seamless process for aligning employees with the right growth opportunities and job roles within the organisation. This strategic matching ensures not only individual success but also contributes to overall organisational advancement.

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The best practices for implementing HR technology in midsize organisations

Implementing HR technology effectively requires a strategic approach tailored to the unique needs of each organisation. Here are some best practices to guide your midsize company on its journey towards digital transformation:

  • Assess your needs: Conduct a thorough assessment of your current HR processes and identify areas for improvement. Determine your organisation’s priorities, budget constraints, and long-term goals to inform your technology selection process.
  • Choose the right solution: Selecting the appropriate HR technology solution is crucial for success. Consider factors such as scalability, integration capabilities, and user-friendliness when evaluating vendors. Look for solutions that align with your organisation’s values and objectives
  • Integration and implementation: Seamless integration with existing systems is essential for maximising the value of HR Technology. Collaborate closely with your IT department to ensure a smooth implementation process, providing adequate training and support to employees.
  • Empower your employees: Encourage employee engagement and adoption of HR technology by fostering a culture of transparency and communication. Solicit feedback from end-users and incorporate their input into system enhancements to drive continuous improvement.
  • Measure and optimise: Establish key performance indicators (KPIs) to track the impact of HR technology on your organisation. Monitor metrics such as employee satisfaction, retention rates, and productivity levels to gauge the effectiveness of your initiatives. Continuously refine your strategies based on data-driven insights to drive sustainable growth.

Make the move: Empower your midsize organisation

By embracing modern solutions and best practices, midsize companies can overcome operational challenges, nurture talent, and drive sustainable growth. The role of HR technology will continue to evolve, empowering organisations to thrive.

Unlock the full potential of HR technology and propel your midsize organisation towards success. IDC Analysts’ latest report by Research Vice President, Lisa Rowan will show you how the right HR technology solutions can help you overcome the challenges that midsize organisations face in the current market.

From concrete examples of HR technology solutions that are tailor-made for midsize organisations to how one can benefit from them, this report unveils a treasure trove of insights that you shouldn’t miss.

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Gain actionable strategies, cutting-edge practices, and expert guidance to navigate talent challenges, seize digital opportunities, and propel your midsize organisation to new heights of success.

Download the full report now and embark on a journey toward mastery in HR and sustainable growth.

A Guide to Applying Scrum Principles in Agile Work Environments – How to use it in HR

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Due to continuous development and digitalisation, the world of work and everyday working life is changing rapidly, requiring companies to become more agile and flexible. which means that companies are facing a number of changes.

This adaptation is crucial, especially in the area of human resources, as organisations must respond quickly to evolving processes.

For these reasons, more and more companies are using methods such as Scrum for agile working. But what exactly is behind the term “Scrum” and which Scrum principles need to be observed in Human Resources?

In this article, we take a closer look and explain what exactly Scrum is, which Scrum principles are the most important and how your company’s HR department can benefit from Scrum.

Scrum explained: A guide to agile project management

Scrum is an agile project management method that can be of great benefit not only to IT, but also to the HR department and other areas of the company. Scrum plays a decisive role in the HR department in particular when it comes to implementing change processes in line with agile principles.

This is because the HR department is responsible for a company’s most important resource – its employees. In its role as an intermediary, it acts as a link between management and the employees of your company. The central task here is to support employees in their development and help them adapt to agile principles.

One interesting change that can be observed is that agile teams are increasingly taking on the traditional task of the recruitment process themselves. For example, teams have the authority to hire new employees independently, while HR supports them from preparation to contract issues and onboarding. HR is developing into a personnel consultancy for the company’s internal teams.

Scrum in the recruitment process

Applying Scrum to the recruitment process opens up innovative opportunities to make the selection process more efficient and transparent. By integrating agile principles, the traditional recruiting approach can be improved and adapted to the dynamic requirements of the modern working environment.

Instead of a linear and rigid approach, the recruitment processes are divided into agile sprints.

The advantages:

  • The possibility of a continuous adaptation and improvement in the recruitment processes..
  • Different phases, from the job advertisement to the final decision, are divided into short iterations.
  • This not only promotes a faster response to changing requirements, but also enables regular evaluation and adjustment of the selection criteria.
  • Scrum also allows teams in the HR department, the experts and the applicants themselves to work more closely together and independently during the application process.
  • Transparent communication, regular feedback and the opportunity for continuous optimisation therefore contribute to making the selection process not only more effective, but also more transparent and satisfactory for all parties involved.
  • The introduction of Scrum in the application process therefore helps your company to create a more agile, flexible and collaborative atmosphere that better meets the requirements of the constantly changing working environment.

The 6 most important Scrum principles for HR

As an agile project management method, Scrum also offers transformative approaches in the HR department. Scrum teams operate with a small team of five to nine members.

However, it is particularly important for companies and especially for the corresponding HR department to have a minimum number of team members to be able to apply Scrum successfully and in accordance with the following typical Scrum principles:

1. Basic idea and objective

Scrum starts with a clear basic idea and objective. In HR, this means that the strategic goals and fundamental values for personnel development must be clearly defined. For example, the qualification of the teams in the company for independent recruiting.

2. Concretisation and prioritisation

The ability to prioritise is crucial. HR must set priorities, be it in the development of employees, the adaptation of work processes or the implementation of new corporate values. Smart prioritisation ensures effective use of resources.

The project is divided into the following characteristics:

  • Must-haves,
  • can-do features or
  • unimportant criteria that can be eliminated immediately for the further course of the project.

3. Planning the sprint

The HR department must plan its activities in sprints. This means that projects and initiatives should be structured in clearly defined time periods. The planning of each sprint makes it possible to react flexibly to changes and at the same time helps in setting certain sub-goals and clear milestones.

4. Creating the sprint backlog

The sprint backlog serves as the concrete to-do list for each sprint, whereinthe implementation measures and development steps is precisely planned. This backlog enables the team to implement the defined goals in a targeted and efficient manner using so-called tickets. Each ticket contains sub-goals and the team members of the Scrum team decide on their own responsibility for processing the respective ticket.

5. Daily Scrum

The short daily meeting, the Daily Scrum Meeting, is also valuable for HR work. This is where all team members discuss progress, identify potential obstacles,and make short-term adjustments. Regular communication strengthens the team and promotes rapid adaptation to changes. At the same time, they look ahead together and outline their planned work until the next meeting.

6. Sprint review

At the end of a sprint, the sprint review takes place. In HR, this means that the goals achieved are reviewed and the results are reflected upon. These reviews are crucial for improving processes, celebrating successes, and planning the next steps.

What benefits do the Scrum principles offer in HR?

Implementing Scrum principles in Human Resources (HR) brings about a multitude of advantages, transforming the conventional approaches to work and collaboration. Below are key insights into how adopting Scrum practices can significantly elevate HR operations.

  • Quick familiarisation with the Scrum methodology leads to increased work efficiency.
  • The simplification of the objectives makes it easier for management to recognise them.
  • The introduction of Scrum creates transparency in HR processes.
  • Collaboration between teams and individual employees noticeably improves, accompanied by an increase in motivation.
  • Personal responsibility is encouraged, which leads to increased independence and more creativity.
  • Clear prioritisation and elimination of unnecessary tasks reduces stress for employees.
  • Employees develop greater loyalty and identification with the company.
  • An agile working environment enhances the company’s attractiveness in the competition for new talent.
  • Projects and tasks are completed more efficiently.

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Embrace Scrum for an agile and efficient future

The implementation of Scrum in HR opens up a path to more flexible and efficient work processes, especially in the context of change and recruitment processes.

In addition to collaboration and transparency, the six Scrum principles also promote the quality of work and team motivation by providing clear points of reference for strategic alignment, prioritisation and continuous improvement.

Embracing Scrum in HR not only meets the demands of contemporary workplace dynamics but sets the stage for a progressive and agile future in human resources management.

Forge an agile and efficient tomorrow in HR with Scrum, where flexible processes, collaborative principles, and strategic alignment converge to drive continuous improvement and propel your organisation into a progressive future of human resources management.

SAP HXM Strategies – HXM Move, Rise with SAP, and Alternatives

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The maintenance end for SAP HCM is dated for 2030. It's high time you looked at the SAP HR Roadmap and weighed the various paths for modernising your systems.

This blog dives into the nuances of HXM Move, Rise with SAP, and alternative strategies, empowering organisations to make informed decisions in reshaping their human resources, employee engagement, and talent management practices. Join us as we explore the pathways that not only signify technical progress but also strategic realignment in SAP solutions.

HXM Move: Gradual transition to the cloud

HXM Move, a proven concept by SAP with a new title, aims to raise awareness among existing customers about the benefits of the SAP SuccessFactors HXM Suite. This approach offers companies that have been using HCM as an integrated or standalone system a gradual transition to the cloud. Unlike the traditional HCM vision, HXM Move focuses on employees as individuals, recognising them as the most valuable asset.

By incorporating workforce signals and measuring employee satisfaction, HXM Move not only facilitates technical adjustments but also enhances the working atmosphere. Transitioning to HXM Move promises even better service, contributing to increased motivation and productivity while preventing the attrition of dissatisfied professionals.

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Technical and contractual details

The initial draft for SAP SuccessFactors omitted many features of the previous on-premise solutions. However, SAP is in constant dialogue with users, leading to significant adjustments. Particularly in the Core HR domain, the provider has added many features. The system now allows for organisational representation and maintenance of master data. SAP has also incorporated the visualisation of knowledge processes.

The provider has transferred Time Management to the HXM Suite, making it more convenient through the cloud solution. Employees can easily log in and out via a browser, with a suitable interface available for mobile devices. Significant improvements are also expected in payroll functions, although these are in the pilot project stage. Another crucial technical aspect is the enhanced interface between your on-premise solutions and the cloud.

From a contractual perspective, there are important changes as well. Instead of a one-time license, SAP now offers services as Software-as-a-Service (SaaS). This brings several advantages for companies, including no need for IT infrastructure investments and relief from the burden of maintaining specialised personnel, addressing the shortage of skilled workers in this field.

Our offers for system transition

If you aim to shape the HXM future with this offering, we are here to assist you. We first assess your existing infrastructure, determining which offers make sense for you. We provide detailed advice on the pros and cons of various options, allowing you to decide where migration is sensible. You can choose from three alternatives:

  • Talent Hybrid: Continue using your HCM on-premise while supplementing it with individual talent modules from the cloud, such as recruiting or learning services.
  • Core Hybrid: Migrate master data to the cloud, utilising Employee Central in the SuccessFactors system, while certain subsystems, like time management and payroll, remain on-premise.
  • HXM Suite Completely in the Cloud: Shift all HR functions to the cloud, including talent management, time management, and payroll, integrating them into the existing ERP system for other tasks.

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Based on this, we collaboratively create an individual SAP HXM strategy tailored to your company’s requirements, considering the announced maintenance end for 2027 to take timely measures and ensure a smooth transition.

Rise with SAP – Transformation of your entire business suite

Another program SAP has introduced for customers is Rise with SAP. In contrast to HXM Move, this program is not solely focused on the HR domain but on the entire business suite. The goal is to transition the entire systems to the new S4/HANA technology, rather than migrating to the SAP SuccessFactors HXM Suite.

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Transition to S/4HANA

As previously mentioned regarding the end of support for SAP HCM, a technology transition is required by 2027 at the latest. S/4HANA has been presented as the successor technology. With Rise with SAP, the provider aims to guide you through this process, offering new possibilities and providing complete infrastructure upon request.

Three implementation options

When transitioning your system to S/4HANA, you have three different packages to choose from. It is crucial to carefully examine which one is right for you:

  • On-Premise Installation: Transfer your entire system to S/4HANA, preserving all individual functions. This is particularly relevant for users with extensive customisations, maintaining full control but requiring self-maintenance and infrastructure management.
  • Private Cloud Setup: SAP takes over complete support for infrastructure and other services, suitable for customers with limited maintenance personnel. Individual settings and enhancements can still be maintained.
  • Public Cloud Migration: Transfer your systems to the public cloud, sacrificing some customisation possibilities but benefiting from fully outsourced service.

Integration offers for HXM

While using S/4HANA primarily involves a technical transition, the Rise with SAP program also allows for integration with HXM. SAP has curated various packages for this purpose, incorporating different services from the SuccessFactors HXM Suite. The basic package, “Structures for Success,” includes SuccessFactors Employee Central and SAP Workzone for HR.

The second option, “Rethinking for Innovation,” adds services for training and competence building, such as SuccessFactors Learning and SAP Content Stream. The third solution, labeled “Transformation of Operational Processes,” focuses on optimising operational processes, including SuccessFactor EC Payroll alongside the services from Package 1.

1. Select the target system for transition:

To illustrate the various alternatives, it’s logical to view them along a timeline, with the existing SAP HCM serving as the reference point. However, this system is typically viable only until 2027, with extended support exceptions possible until 2030. Hence, it’s imperative to choose an alternative within this timeframe.

Two distinct paths lie ahead:
  • Opting to transition your system to S/4HANA presents a viable choice. This system employs advanced technology while still allowing on-premise utilisation. Consequently, the adjustments required are relatively minimal. SAP has committed to supporting this transition until at least 2040, making it a long-term alternative.
  • Beyond the on-premise option, additional avenues exist. For instance, you can deploy S/4HANA in a private or public cloud. Another enduring solution is the HXM Cloud. This alternative not only ensures simplicity in use and management but also opens up numerous possibilities for enhancing employee relations

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2. Choose the path for implementation:

There are not only different target systems but also various paths to reach them. Especially when opting to use the HXM Cloud in the long term, there are different options. One approach is to transition directly to this system. However, it’s crucial to note that this system is still under development.

Features like SuccessFactors Time Tracking are currently being added, and the SuccessFactors Next Generation Payroll is not yet available in Germany. It will likely take some time before you can utilise this function. Therefore, this step is only feasible if you require functions that are already available.

The second alternative involves initially implementing a hybrid system. This means using some cloud services while still relying on existing systems for functions not yet available. Setting up an S/4HANA Private Cloud is also a possibility.

Another option is to simply wait. There are still several years until 2027. During this time, the offerings for the HXM Cloud can continue to expand. You can make the transition when the required functions are available, reducing risks. However, it’s essential to recognise that, at that point, you’ll have a limited timeframe for the transition. Hence, even in this scenario, careful strategic planning is necessary from now.

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SAP decision tree

The right strategy for your future in HXM depends on various factors. Firstly, the systems you’ve been using play a crucial role. Additionally, you must decide how you envision the future of personnel management in your company. If you are content with purely operational processing, sticking with HCM is an option. However, if you want to prioritise people, transitioning to HXM is recommended.

To connect these diverse prerequisites, SAP has designed a decision tree. This allows you to precisely choose the combination that aligns with your company. Based on these criteria, SAP then recommends a suitable solution. The decision is relatively straightforward for new customers, as starting with the cloud from the beginning sets a course for a future-oriented system.

For existing SAP users, the next question arises regarding the use of Employee Central. However, in many companies, this is not yet the case. Subsequently, you need to consider whether you are interested in a fundamental redesign of your HR processes. If this resonates with you, the next step is to deliberate on whether you are willing to outsource infrastructure to the cloud. If so, SAP recommends implementing HXM elements alongside a private cloud. This decision path is common in many companies, yet several other possibilities exist. SAP has outlined six different options in this regard.

Moreover, each alternative comes with various implementation possibilities. The transition of individual services can occur immediately, or adjustments can be implemented gradually. All this underscores the necessity for intensive consultation and meticulous planning in this process. Therefore, it is advisable to engage with these aspects as early as possible. Delaying this decision could eliminate several implementation options, as the time for such choices may have already passed.

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Zalaris Cloud as an alternative

Embarking on a transformative journey through the intricacies of SAP solutions, we present the Zalaris Cloud as a compelling alternative, offering a comprehensive Human Experience Management (HXM) solution.

Ideal for companies focusing on substantive issues, the Zalaris Cloud allows you to offload administrative tasks, enabling employees to engage in meaningful activities contributing to your company’s development.

The Zalaris Cloud offers high flexibility, allowing you to tailor services to your specific requirements – whether outsourcing individual applications or entrusting us with entire processes.

Decide on an SAP HXM strategy now!

Exciting times lie ahead for SAP users! The software company has developed an entirely new system, not only distinguished by its use of the cloud but also by placing individuals at the center through HXM. This approach can enhance employee satisfaction, leading to increased motivation and reduced turnover. Moreover, SAP has already announced the end of support for HCM On-Premise, making system transitions unavoidable.

However, there are various paths available for implementing these changes, necessitating a detailed analysis of your existing systems and a clear goal definition. Through careful consideration, you can find a new system that perfectly aligns with your company’s needs and we at Zalaris look forward to accompanying you on this journey as a trusted companion. Get in touch with our experts today.

Top recruiting trends that will shape 2024

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Recruiting has progressed beyond the conventional job referrals and portals for a while now. Visibility in social media, the development of a strong personal brand and error-free automation of application processes are all quite important. Read below which recruiting trends will particularly stand out in 2024.

The recruiting trends for 2024

We have summarised the most important recruitment trends for 2024 for you in the following article. Learn more about recruiting via social media channels, the importance of an employer brand and recommendation marketing here.

Maximum marketing power

In order to attract the right applicants for your own company, it will be necessary to adopt marketing methods even more than before.

To resolve uncertainties about which online portals represent the best recruiting channels, performance marketing can be sensibly integrated into recruiting strategies. What this means: All recruiting measures are verifiably measured and evaluated.

In this way, detailed recruiting metrics can be obtained that provide information, for example, about which advertisements received a lot of attention, when, how often and on which platform. The ratio of views and applications received can also be used to align further strategies and recruiting ideas.

Professional social media presence

Social media such as Facebook or Instagram, and also professional networks, can only be used sensibly for recruiting if the company already has a successful presence there. If this has been neglected so far, now is a crucialtime to have social media activities professionally developed and linked to recruitment.

Adding interesting stories, images, and brief reports to your news feed on a regular basis should be a part of successful social media recruitment. In addition, include news about team events from time to time, introduce employees or let them have their say.

Top recruiting trends that will shape 2024

In short: regularly publish posts that strengthen the desire to become part of your team, even if you don’t currently have any vacancies to fill.

Furthermore, specialised hiring can be facilitated by participating in Facebook and LinkedIn groups that are related to the theme.

Employer branding

Social media recruiting has the advantage that you contribute to the branding of your own company through appropriate strategies. Recruitment via social media is not just about finding suitable applicants, you invest in image building and promote the awareness of your company, investing in overall employer branding.

You can increase the benefits for recruiting by taking feedback you receive online seriously and responding constructively. If you respond confidently to criticism and take suggestions for improvement, this can have a positive effect on your e-recruiting and increase interest in employment in your company.

Chain reactions through recommendation marketing

Some trends in personnel marketing go as quickly as they came. Others prove to be permanently irreplaceable. The latter includes recommendation marketing, which you should not lose sight of in 2024 either.

In general, you should always view your employees as brand ambassadors. Nobody knows the production team, the sales department and the accounting department as well as the employees who work in the department every day. And no one knows as precisely as they do what requirements applicants have to meet in order to work successfully and meaningfully in exactly this position.

Be open when employees suggest potential applicants. And moreover:

Employees that are motivated, content, and dependable are more likely to tell their friends and family when a position becomes available at their organisation.

More reach through remote work

In technologically advanced companies, many tasks can be completed remotely. This opens up the possibility of including freelancers or people who are retired, on parental leave, etc. in the recruiting strategy.

However, a distinction must be made between the classic home office job of permanent employees, outsourced teleworking and actual remote work. A key difference is that remote jobs allow you to do the work freely with your own time and location. This does not apply to employees in the call center or in the home office.

In order to impress people with a remote offer, the technical requirements must be right. This includes a virtual workplace that allows trouble-free communication. But the effort is worth it, because by integrating remote workers, your applicant pool can be expanded to include talent from all over the country and abroad.

Positive candidate experience

If you are responsible for recruiting, tracking applicants is also one of your recurring tasks. If negative statements about the application process are repeatedly made, you should pay attention. This is rarely an “act of revenge” by rejected applicants. More often, this means that the application process needs further optimisation.

Basically, anyone who applies for a job knows that usually only one person can win. It is not an appropriate form of rejection that causes bitterness, but rather an inappropriate form or the complete refusal to contact rejected applicants again at all.

Top recruiting trends that will shape 2024
If you haven’t done so yet, examine the entire recruiting process with a view to the application process:

  • Are the advertisements formulated in such a way that the right applicants are addressed? Are the job, position, requirements and benefits precisely formulated?
  • How easy or complicated is it to start the application process?
  • How long does the application process take? Do you make contact early and provide applicants with all the important information?
  • Do you go to the interview prepared and on time or does it happen that an appointment is forgotten?
  • How do you respond to applicants you reject?

Make sure that your applicants receive friendly appreciation within a transparent process from the first contact to the last cover letter, thereby reducing the risk of negative reviews. On the contrary, you can even observe that even rejected applicants still say positive things about your company.

Intelligent recruiting solutions

Traditional recruiting is time-consuming and therefore usually only focused on filling current vacancies. Instead of spending months looking for specialists and managers for positions that are already open, it is advisable to proactively search for suitable personnel.

With modern recruiting tools and cloud-based software such as SAP SuccessFactors Recruiting, the entire process can be automated and controlled both pre- and post-processing.

For example, you can go beyond the current applicant search:

  • Build a pool of applicants for future vacancies.
  • Identify passive candidates.
  • Recruit individual managers or entire teams.
  • Obtain feedback regarding the application process.
  • Location-independent onboarding processes

Anyone applying for a remote job is rarely interested in traveling for onboarding. Remote work meets the job applicants’ desire not to be tied to fixed locations and times.

Nevertheless, the usual onboarding phases must also be adhered to for remote activities, especially when complex areas of activity are involved or when it is necessary to deal intensively with corporate values and processes.

You can simplify remote onboarding by using special software that ensures communication in the preboarding phase. Also check all previous onboarding processes and measures to see whether they are suitable for the change or need to be replaced by new methods and tools.

Taking over entire teams

Gastronomy, hotels, event agencies, industrial production – the pandemic years have caused a rapid loss of jobs and qualified workers in too many areas. For some this means laying off entire teams, for others there are opportunities to take over entire teams.

Effective networking will be a major benefit for all those seeking to share ideas in HR management and, if needed, safely relocate or rearrange their personnel in 2024.

Work-life integration

“Work-life balance” sounds like balancing free time and playing table tennis table in the office. This approach hardly does justice to the complex integration of work and private life. The newer concept of work-life integration, which is based on the individual life situation of employees, has therefore made it into recruiting trends.

The principle can be implemented anywhere where it is not important to be present at a specific place at a specific time. Employees can then react more flexibly to certain circumstances – be it that the daycare center only opens at 9 or that they are simply more productive at night than during the day.

The prerequisite is that it is not the time clock, but the result that decides whether the service provided meets the requirements.

Smart decisions with HR analytics

Collecting, organising, analysing, evaluating data – these are the four essential steps in using HR analytics. This means the analytical process in recruiting differs significantly from collecting and lining up columns of numbers.

In this way, you not only gain recruiting metrics that can be used to answer important questions and make fact-based decisions, they also develop solutions that help to recruit and retain the most important resources for the company: employees whose know-how exactly matches the advertised vacancy and who have a great interest in long-term employment.

Analytical HR processes are therefore advantageous for small companies that have difficulties finding applicants, as well as for large companies that can hardly save themselves from applications.

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By using HR analytics

Define your requirements and compare them with information and data from potential applicants.

You will find weak points in the application process or levers to optimise it. Use data-supported tools to fill your vacancies more quickly and in a more targeted manner and to avoid fluctuation.

Recruiting trends 2024 – Our prediction that will impact your work!

Now that we have presented some of the recruiting trends for 2024, let’s take a quick look at what will be important in 2024. The whole big topic is of course artificial intelligence. The focus here is not on new jobs that are created in your company or old jobs that are eliminated, but also on the support that AI can offer you in your recruiting processes.

In the future, artificial intelligence will be used, especially for the simplification of basic regular chores. However, even with AI’s further advancement, human factors in hiring processes should not be disregarded because data cannot fully replace human judgement.

Another recruiting trend that should not be ignored is the topic of augmented reality. Even if the technology may currently be in its infancy, the announcement of new products will not ignore this development in HR recruiting.

Automation, proactive action and flexibility are the most important recruiting trends in 2024

Automate recurring processes to gain more time for core tasks: What is emerging as the current recruiting trends for 2024 meets the needs of the HR departments and the interests of the employees. In addition, proactive action is becoming increasingly important to shorten application processes.

Important milestones on the way to building an applicant pool are the professional use of social media, internal restructuring with a view to more flexible processes and more individual funding opportunities.