When Satya Nadella assumed his role as CEO of Microsoft, he shared a profound statement in a companywide email: “I truly believe that each of us must find meaning in our work. The best work happens when you know that it’s not just work, but something that will improve other people’s lives. This is the opportunity that drives each of us at this company.” Nadella’s message speaks to the importance of employee satisfaction in driving organizational success.
Research demonstrates that psychological and social fulfillment directly influences an employee’s commitment to staying with a company and contributing to the firm’s overall success. For example, a report by Deloitte shows that corporate teams that foster a sense of diversity and inclusion among employees outperform others by more than 80%.
Even in business, feelings are facts — employees’ feelings about their company are a corollary to their productivity. And when it comes to the Asia Pacific workforce, those strong emotional connections that yield employee engagement vary greatly across the region. Forrester’s Business Technographics® data shows that India has the largest share of “engaged employees,” while Japan has the smallest:
As businesses work to differentiate their products or services, grow the bottom line, and expand globally, they need to think seriously about the important role that their employees play in helping the business achieve successful outcomes. Businesses must invest in processes and technology to recruit and onboard the best people, address performance gaps with key learning activities, provide career development plans, and align pay with performance. Activities like human resource management (HRM) deployment in the cloud and the use of mobile and social technologies for HRM processes catapult HR to the cutting edge of innovation.
Last month, I published an update to my 2011 Forrester Wave™ on talent management because the human resource management (HRM) market has experienced tremendous consolidation and many top-rated vendors have become part of other very large organizations. I defined “talent management” as encompassing performance, learning, succession planning, and career development. When I published my current Wave in March 2013, I continued to call it the “Talent Management Wave.” This has caused confusion, because in the past two years, the word “talent management” has morphed to include recruiting, which also has seen incredible growth and change. As the Wave is a deep dive into more than criteria and focuses on 10 vendors, I could not include recruiting within the parameters of the Wave. Recruiting is also very different, with many integrations with small boutique vendors that provide important services. But the questions kept coming: “Where is recruiting?”
I decided that the title, not the content, was the problem. Therefore, this Wave has a new, more representative, title: “The Forrester Wave: Learning And Talent Development, Q1 2013.” This title better describes my effort to showcase the suite vendors that own both performance (often including succession and career development) and learning applications and have devoted tremendous energy and resources to unify the two applications (with various degrees of success). Ideally, this means that a manager can identify an employee knowledge gap and, right from the performance app, select the best learning opportunity that will address the gap, and the activity or course appears on the employee’s individual learning plan. These applications look and feel like one application.
ERP vendors are showing strong interest in the HRM SaaS market. They are either attempting to build a solution (as Oracle is doing with Fusion) or looking to acquire HRM functionality (as SAP is about to do with SuccessFactors). Talent applications — including offerings like performance, succession, and learning — are not easy to build. The niche players have been laser-focused for years on building these solutions or integrating acquisitions, and generally they have done a good job. Now we see other vendors that want this functionality buying up these niche players to offer a complete end-to-end HRM solution. The HRM market is hot! My colleague Paul Hamerman and I have authored research that shows performance growing faster — at 16.5% — than any other HRM segment (HRM Solutions: Traditional Models Clash With Next Generation Processes And Technology). Executives know that having highly skilled employees who know the business and can execute well on strategy is critical to business growth.
At Forrester, we think of strategic talent management as made up of four pillars: Recruiting, Performance (including succession and career development), Learning, and Compensation, which sit on top of the core HR system that manages employee records and transactions. These four pillars of HRM (human resource management) have taken on critical importance in the past year. Organizations find talent that they must bring up to full productivity as quickly as possible. Leaders want to make sure employees have performance goals and appropriate formal and informal training to help them meet these goals. For those strong performers, variable compensation rewards their work efforts. Technology is available to automate all these processes, but up until this year, few vendors provided functionality in all four strategic HRM pillars.
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