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Go behind the scenes with BC Hydro and see how it developed and implemented SAP mobile applications for more than 5,000 employees across the Canadian province of British Columbia to improve flexibility by not having to log in at a personal computer. HR2017_Horwood_Casestudyhowbchydrorolledout Matt Horwood If you have comments about this article or publication, or…
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Implement and Manage Competency Frameworks in SAP SuccessFactorsManaging talent in today’s volatile climate is both challenging and necessary. Companies need to remain engaged with their top performers while laying the groundwork for succession plans in key roles. To be successful, SAP SuccessFactors Platform provides two different systems to implement and manage Competency Framework. Understanding the differences between both can help with making the right choice.
Competencies are assigned to a Job Role to define what it requires from its incumbent, in terms of his/her abilities to perform the job, writes Faisal Iqbal, SAP Consultant, MSITEK LLC. “It helps companies in different processes, such as Career Development Planning and Succession Management. Anyone who is interested in, or a successor to, another role is first assessed for his/her readiness. “
Read this article and learn:
• How the Competency Framework, which is at the core of Talent Management processes, can be implemented and managed in the system.
• What the differences are between SAP SuccessFactors Platform’s two systems, JDM 1.0 (Job Description Manager) and JDM 2.0 (Job Profile Builder), and how they help companies manage Job Roles and Competencies.
• How to implement and manage your competency framework easily using either JDM 1.0 and JDM 2.0.
• When the Center of Capabilities is enabled and how this framework provides a repository of capabilities, including competencies, work values, etc., defined by an organization.
5 minute read
Boost Productivity Gains Through Better Employee ExperienceWhat motivates companies to invest in improved employee experience? In SAPinsider recent research on The State of Human Experience in the Workplace, the most significant driver was the rise of remote workforces due to the COVID-19 pandemic.
HR leads employee experience strategy because it is HR that measures the effectiveness of employee experience changes. In essence, while other departments should take an active role in checking the pulse and sentiment of employees and learning about their experiences, they are willing to leave this responsibility to HR instead.
HR leaders will need to make it clear that experience touches every department. When HR leaders get backing from other groups for experience transformation, they help overcome the budget and prioritization roadblocks that can hamper a company’s ability to improve employee experiences through processes and technology.
Read this article and learn:
- What are the main drivers of enterprise investment in employee experience.
- How enterprises can improve return on their employee experience investment
- The importance of HR taking the lead with employee experience strategies.
4 minute read
