Mark Smith's Analyst Perspectives

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hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/manufacturing" class="minimal-mobile-menu-link"><span>Manufacturing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/media-entertainment" class="minimal-mobile-menu-link"><span>Media & Entertainment</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/real-estate" class="minimal-mobile-menu-link"><span>Real Estate</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/retail" class="minimal-mobile-menu-link"><span>Retail</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research" class="minimal-mobile-menu-link"><span>Research</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research/market-agendas" class="minimal-mobile-menu-link"><span>Market Agendas</span></a></span> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://blog.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Analyst Perspectives</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://davidmenninger.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>David Menninger</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://jefforr.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Jeff Orr</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://keithdawson.isg-research.net" class="minimal-mobile-menu-link"><span>Keith Dawson</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item 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background-position:50%; background-repeat:no-repeat; background-image:url(https://marksmith.isg-research.net/hubfs/_images/_backgrounds_expertise/2024_VR_Digital_Business_Expertise_Image_AdobeStock_288623293_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://marksmith.isg-research.net/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Mark Smith's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/compensation-management-software-vendors-evaluated-in-value-index-1">Compensation Management Software Vendors Evaluated in Value Index</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">22 May 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg?width=200&name=AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg?width=100&name=AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg?width=200&name=AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg?width=300&name=AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg?width=400&name=AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg?width=500&name=AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg?width=600&name=AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Compensation and the processes and systems to support it are at the center of success in every organization, as <a href="https://marksmith.ventanaresearch.com/effective-compensation-systems-transforms-human-capital-management" target="_blank"><u>I have noted recently</u></a>.<span>In our view, an investment in total compensation management software is a strategic step toward advancing human capital management. Our benchmark research on this topic found some progress in attitudes about modernizing compensation practices. Almost three-fourths (72%) of organizations said that it is important or very important to have a total compensation...</span></p> </div> <a href="https://marksmith.isg-research.net/compensation-management-software-vendors-evaluated-in-value-index-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/learning-management">Learning Management</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://marksmith.isg-research.net/topic/payroll-optimization">Payroll Optimization</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/effective-compensation-systems-transforms-human-capital-management">Effective Compensation Systems Transforms Human Capital Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">02 May 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg?width=200&name=AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg?width=100&name=AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg?width=200&name=AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg?width=300&name=AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg?width=400&name=AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg?width=500&name=AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg?width=600&name=AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Compensation management is essential for any organization that values engaging and retaining its employees. It is a fundamental component of a range of personnel-related activities – recruiting and hiring, assessing performance, and career and succession planning. Determining and providing appropriate compensation, which may involve base pay, merit pay, variable pay and incentives or bonuses, is equally important for all members of the workforce – full- or part-time employees, contingent or...</p> </div> <a href="https://marksmith.isg-research.net/effective-compensation-systems-transforms-human-capital-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/learning-management">Learning Management</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://marksmith.isg-research.net/topic/payroll-optimization">Payroll Optimization</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/leaders-in-workforce-management-software-for-2017">Leaders in Workforce Management Software for 2017</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">17 March 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg?width=200&name=AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg?width=100&name=AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg?width=200&name=AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg?width=300&name=AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg?width=400&name=AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg?width=500&name=AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg?width=600&name=AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Workforce management is a key topic of expertise for <span>Ventana Research. We define </span>workforce management <span>as the set of activities and processes organizations use to manage their hourly and salaried workforce for maximum productivity. It involves not only scheduling, tracking and paying for time worked but also aligning that work to the tasks and objectives of the organization. Workforce management is a critical component of every company’s operations, human resources and overall human capital...</span></p> </div> <a href="https://marksmith.isg-research.net/leaders-in-workforce-management-software-for-2017"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/learning-management">Learning Management</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://marksmith.isg-research.net/topic/payroll-optimization">Payroll Optimization</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/new-potential-for-human-capital-management-in-2018">New Potential for Human Capital Management in 2017</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">13 March 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//marksmith.isg-research.net/hs-fs/hubfs/2017-Research-Agenda.jpg?width=200&name=2017-Research-Agenda.jpg" width="200" !important: srcset="//marksmith.isg-research.net/hs-fs/hubfs/2017-Research-Agenda.jpg?width=100&name=2017-Research-Agenda.jpg 100w, //marksmith.isg-research.net/hs-fs/hubfs/2017-Research-Agenda.jpg?width=200&name=2017-Research-Agenda.jpg 200w, //marksmith.isg-research.net/hs-fs/hubfs/2017-Research-Agenda.jpg?width=300&name=2017-Research-Agenda.jpg 300w, //marksmith.isg-research.net/hs-fs/hubfs/2017-Research-Agenda.jpg?width=400&name=2017-Research-Agenda.jpg 400w, //marksmith.isg-research.net/hs-fs/hubfs/2017-Research-Agenda.jpg?width=500&name=2017-Research-Agenda.jpg 500w, //marksmith.isg-research.net/hs-fs/hubfs/2017-Research-Agenda.jpg?width=600&name=2017-Research-Agenda.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Human capital management (HCM) offers a prime opportunity for organizations and their human resource professionals to make employee-related processes effective in engaging and retaining the workforce. Manual administrative processes often hampered HR in focusing on the workplace experience and employee satisfaction. Modern HCM applications can help them manage members of the workforce as critical assets and make continuous investment in people-related processes, deriving insights on issue such...</p> </div> <a href="https://marksmith.isg-research.net/new-potential-for-human-capital-management-in-2018"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/learning-management">Learning Management</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://marksmith.isg-research.net/topic/payroll-optimization">Payroll Optimization</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/2016/05/26/is-netsuite-sweet-for-customers">Is NetSuite Sweet for Customers?</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">26 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=200&name=netsuite-logo.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=100&name=netsuite-logo.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=200&name=netsuite-logo.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=300&name=netsuite-logo.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=400&name=netsuite-logo.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=500&name=netsuite-logo.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/netsuite-logo.png?width=600&name=netsuite-logo.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>It’s widely agreed that customer experience is now the most important dynamic for business. Any organization that wants to retain loyal and even vocal customers should do everything possible to ensure and maintain customer satisfaction. Software companies, especially those that promise to provide CRM and effective interactions across any channel at any time, should be good examples of embracing the methods they prescribe for using their products. But do they?</p> </div> <a href="https://marksmith.isg-research.net/2016/05/26/is-netsuite-sweet-for-customers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-research.net/topic/hcm">HCM</a>, <a href="https://marksmith.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-research.net/topic/na14">NA14</a>, <a href="https://marksmith.isg-research.net/topic/netsuite">NetSuite</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/zach-nelson">Zach Nelson</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/hr">HR</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-research.net/topic/tribehr">TribeHR</a>, <a href="https://marksmith.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2015/11/10/new-generation-of-human-resources-management-systems">New Generation of Human Resources Management Systems</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">09 November 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png?width=200&name=vr_hrms_benchmarkresearch-1.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png?width=100&name=vr_hrms_benchmarkresearch-1.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png?width=200&name=vr_hrms_benchmarkresearch-1.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png?width=300&name=vr_hrms_benchmarkresearch-1.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png?width=400&name=vr_hrms_benchmarkresearch-1.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png?width=500&name=vr_hrms_benchmarkresearch-1.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png?width=600&name=vr_hrms_benchmarkresearch-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research defines a human resources management system (HRMS) as the set of applications and associated processes that store and manage the employee information used by an organization’s human resources department. New technologies make it possible for the HRMS to perform better and be easier to use by HR professionals and members of the workforce. The range of evolving technologies impacting the development of the HRMS include business analytics, big data, cloud computing, mobile...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2015/11/10/new-generation-of-human-resources-management-systems"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-research.net/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/hr">HR</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2015/02/23/sap-is-a-factor-for-hcm-success">SAP is a Factor for HCM Success</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">23 February 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=200&name=ventanaresearchlogo300px3.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=100&name=ventanaresearchlogo300px3.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=200&name=ventanaresearchlogo300px3.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=300&name=ventanaresearchlogo300px3.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=400&name=ventanaresearchlogo300px3.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=500&name=ventanaresearchlogo300px3.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px3.png?width=600&name=ventanaresearchlogo300px3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management....</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2015/02/23/sap-is-a-factor-for-hcm-success"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sap">SAP</a>, <a href="https://marksmith.isg-research.net/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-research.net/topic/hcm">HCM</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/learning">Learning</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/performance">Performance</a>, <a href="https://marksmith.isg-research.net/topic/recruiting">Recruiting</a>, <a href="https://marksmith.isg-research.net/topic/successfactors">SuccessFactors</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/compensation">Compensation</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/vendor-management-systems">Vendor Management Systems</a>, <a href="https://marksmith.isg-research.net/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-planning">Workforce Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2015/02/06/research-agenda-what-matters-for-human-capital-management-in-2015">Research Agenda: What Matters for Human Capital Management in 2015</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">05 February 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=200&name=ventanaresearchlogo300px1.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=100&name=ventanaresearchlogo300px1.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=200&name=ventanaresearchlogo300px1.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=300&name=ventanaresearchlogo300px1.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=400&name=ventanaresearchlogo300px1.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=500&name=ventanaresearchlogo300px1.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearchlogo300px1.png?width=600&name=ventanaresearchlogo300px1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Managing investments in people and their performance is critical to every organization. It also is complicated. To support the various aspects of human capital management (HCM), organizations often use a variety of technology including systems for human resource management, talent management, workforce management and payroll management. Often these separate systems use their own information and are not well connected to each other. Today they are deployed both on-premises and in cloud computing...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2015/02/06/research-agenda-what-matters-for-human-capital-management-in-2015"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/hcm">HCM</a>, <a href="https://marksmith.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-research.net/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2014/12/30/payroll-management-software-rated-in-2015-ventana-research-value-index">Payroll Management Software Rated in 2015 Ventana Research Value Index</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">30 December 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_payroll_vi_2015.png?width=200&name=vr_payroll_vi_2015.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_payroll_vi_2015.png?width=100&name=vr_payroll_vi_2015.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_payroll_vi_2015.png?width=200&name=vr_payroll_vi_2015.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_payroll_vi_2015.png?width=300&name=vr_payroll_vi_2015.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_payroll_vi_2015.png?width=400&name=vr_payroll_vi_2015.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_payroll_vi_2015.png?width=500&name=vr_payroll_vi_2015.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_payroll_vi_2015.png?width=600&name=vr_payroll_vi_2015.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>To help companies improve the efficiency and effectiveness of their payroll management processes, we have assembled our 2015 Value Index for Payroll Management. It evaluates vendors of payroll management software to provide a guide for selecting the right application to suit specific needs. <a href="//www.ventanaresearch.com/PayrollMgtvalueindex/" target="_blank"><span style="text-decoration: underline;">The executive summary is available for download</span></a>, and this analysis provides a snapshot of the findings. Ventana Research defines payroll management as all activities associated with paying employees...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2014/12/30/payroll-management-software-rated-in-2015-ventana-research-value-index"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/hr">HR</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/talent-management">Talent Management</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2012/05/11/kronos-supercharges-workforce-analytics-with-new-technology">Kronos Supercharges Workforce Analytics with New Technology</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">11 May 2012 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=100&name=Slider_3.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=300&name=Slider_3.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=400&name=Slider_3.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=500&name=Slider_3.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=600&name=Slider_3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Adoption of workforce analytics is increasing as organizations seek to recruit and retain employees more effectively and ensure that their people deliver the productivity they expect. According to our <a href="//www.ventanaresearch.com/wam"><span style="text-decoration: underline;">benchmark research</span></a> on the topic, 89 percent of organizations want to make it simpler to provide workforce analytics, which is not surprising as our analysis shows that only 12 percent of organizations have reached the highest level of maturity here.</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2012/05/11/kronos-supercharges-workforce-analytics-with-new-technology"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/microstrategy">MicroStrategy</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/kronos">Kronos</a>, <a href="https://marksmith.isg-research.net/topic/research">Research</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-research.net/topic/mobility">Mobility</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/hr">HR</a>, <a href="https://marksmith.isg-research.net/topic/hrms">HRMS</a>, <a href="https://marksmith.isg-research.net/topic/talent-management">Talent Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-analytics">Workforce Analytics</a>, <a href="https://marksmith.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" 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class="filter-link-count" dir="ltr">(137)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(204)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(133)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-continuity">Business Continuity <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-digital-commerce">business digital commerce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(169)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(235)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/call-center">Call Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/callidus-software">Callidus Software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/calliduscloud">CallidusCloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cambridge-semantics">Cambridge Semantics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/camelon-software">Camelon Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/candidate-engagement">candidate engagement <span class="filter-link-count" 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<a href="https://marksmith.isg-research.net/topic/cio">CIO <span class="filter-link-count" dir="ltr">(70)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cirro">Cirro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cisco">Cisco <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(238)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cloud9-analytics">Cloud9 Analytics <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cloudera">Cloudera <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a 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<a href="https://marksmith.isg-research.net/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(64)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/marketing-automation">Marketing Automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/marketing-performance-management">Marketing Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/marketing-planning">Marketing Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/marketo">Marketo <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/marklogic">MarkLogic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/master-data-management">Master Data Management <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mdm">MDM <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/merced-systems">Merced Systems <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mercer">Mercer <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/meridian-learning-learning-management-systems-lms-">Meridian, Learning, Learning Management Systems, L <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/metrics">Metrics <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/microsoft">Microsoft <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/microsoft-windows-phone">Microsoft Windows Phone <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/microstrategy">MicroStrategy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/middleware">Middleware <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile">Mobile <span class="filter-link-count" dir="ltr">(30)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile-applications">Mobile Applications <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile-computing">mobile computing <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile-marketing">mobile marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile-technology">Mobile Technology <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobility">Mobility <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/modeling">Modeling <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/monarch">Monarch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mulesoft">Mulesoft <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/na14">NA14 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/narrative-science">Narrative Science <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/natural-language">Natural Language <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/netbase">NetBase <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/netezza">Netezza <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/networking">Networking <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/newvoicemedia">NewVoicemedia <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/nice-systems">NICE Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/nosql">NoSQL <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(47)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/office-of-revenue">Office of Revenue <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/office-of-sales">Office of Sales <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/on24">On24 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/open-pages">Open Pages <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/opera-solutions">Opera Solutions <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operational-intelligence">Operational Intelligence <span class="filter-link-count" dir="ltr">(71)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operational-management">Operational Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM) <span class="filter-link-count" dir="ltr">(227)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operations">Operations <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/oracle-cloud">Oracle Cloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/oracle-fusion-hcm">Oracle Fusion HCM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/order-management">Order Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/other">Other <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/overall-operational-leadership">Overall Operational Leadership <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/overtime-rule">Overtime Rule <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/panopticon">Panopticon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pardot">Pardot <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/part-541">Part 541 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/partner-management">partner management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/paxata">Paxata <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/payroll-management">Payroll Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/payroll-optimization">Payroll Optimization <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pentaho">Pentaho <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/people-analytics">People Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/peoplefluent">Peoplefluent <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance">Performance <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance-analytics">Performance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pervasive">Pervasive <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pim">PIM <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pitney-bowes">Pitney Bowes <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pivotal-hd">Pivotal HD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/planning">Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/planview">Planview <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/plateau">Plateau <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/playbook">Playbook <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/portrait-software">Portrait Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/potus">POTUS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/powercenter">PowerCenter <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive">Predictive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/president-obama">President Obama <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/process-mining">Process Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/product-experience-management">product experience management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(46)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pxm">PXM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/qlikview">QlikView <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/quotas">Quotas <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/qvidian">Qvidian <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/r">R <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/ransomware">Ransomware <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/recruiting">Recruiting <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/research">Research <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/retail-analytics">Retail Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revolution">Revolution <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/rim">RIM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/risk">Risk <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/riversand">Riversand <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/roambi">Roambi <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/rypple">Rypple <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sab-miller">SAB Miller <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/saba">Saba <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales">Sales <span class="filter-link-count" dir="ltr">(73)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-cloud">Sales Cloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-coaching">Sales Coaching <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-commission">Sales Commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-compensation">Sales Compensation <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-effectiveness">Sales Effectiveness <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-force-automation">Sales Force Automation <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-operations">Sales 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class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/salescloud">SalesCloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/salesforce-com">Salesforce.com <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap">SAP <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-epm">SAP EPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-hana">SAP HANA <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-lumira">SAP Lumira <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-netweaver">SAP NetWeaver <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sapphire">SAPPHIRE <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sas">SAS <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/savi">Savi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/scribe-software">Scribe Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/search">Search <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/security">Security <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/service-supply-chain">Service & Supply Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/service-cloud">Service Cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sfa">SFA <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sfdc">SFDC <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/silverpop">SilverPop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/simba">Simba <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/smart-phones">Smart Phones <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/smarter-analytics">Smarter Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/smarter-workforce">Smarter Workforce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/snaplogic">SnapLogic <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-business">Social Business <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-collaboration">Social Collaboration <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-crm">Social CRM <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-media">Social Media <span class="filter-link-count" dir="ltr">(119)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-media-intelligence">Social Media Intelligence <span class="filter-link-count" 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href="https://marksmith.isg-research.net/topic/strata-conference">Strata Conference <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/stratahadoop">Strata+Hadoop <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/streaming-analytics">Streaming Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/subscription-recurring-revenue-zuora">Subscription, Recurring Revenue, Zuora <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/successfactors">SuccessFactors <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sumo-logic">Sumo Logic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sumtotal-systems">SumTotal Systems <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/supply-chain">Supply Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM) <span class="filter-link-count" dir="ltr">(109)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sustainability">Sustainability <span 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</div> </div> </div> </div> <div class="footer-logo-socials" style="; position: relative;z-index: 999;"> <div class="container"> <div class="row"> <div class="col-md-12"> <div class="row footer-row"> <div class="col-md-6 footer-copyright text-white " style="text-align:left;"> <small><p class="small"><span>©2024 ISG.  </span><span style="color: #ffffff;"><a href="/copyright" style="color: #ffffff;">All Rights Reserved</a> | <a href="https://www.isg-research.net/en/privacy" style="color: #ffffff;" rel="noopener" target="_blank">Privacy Statement</a> </span></p></small> </div> <div class="col-md-6" style="text-align:right;"> <ul class="social"> <li><a class="no-decoration" target="_blank" href="https://web.facebook.com/ventanaresearch/?_rdc=1&_rdr"><i style="background: #022838;" class="fa fa-facebook text-white" aria-hidden="true"></i></a></li> <li><a class="no-decoration" target="_blank" href="https://twitter.com/ventanaresearch"><i style="background: #022838;" class="fa fa-x-twitter 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src="https://marksmith.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://marksmith.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Compensation Management Software Vendors Evaluated in Value Index", "mainEntityOfPage": "https://marksmith.isg-research.net/compensation-management-software-vendors-evaluated-in-value-index-1", "datePublished": "22/05/2017", "dateModified": "22/05/2017", "articleBody": "Compensation and the processes and systems to support it are at the center of success in every organization, as I have noted recently. In our view, an investment in total compensation management software is a strategic step toward advancing human capital management. Our benchmark research on this topic found some progress in attitudes about modernizing compensation practices. Almost three-fourths (72%) of organizations said that it is important or very important to have a total compensation management system rather than a piecemeal approach. Moreover, nearly half (49%) told us they are confident or very confident that their organization currently manages its compensation processes effectively. Some software vendors now offer total compensation management systems that integrate with talent, workforce and HR management systems. These are relatively new developments not yet widely adopted. In the same research, fewer than one in five (17%) organizations said they have integrated compensation with talent management, although almost one-quarter (23%) said they plan to. Equipped with such advanced systems, organizations can make compensation processes and systems more robust planning and management tools, and use them to increase productivity and satisfaction among managers and workers alike while facilitating collaborative interactions among them. While an integrated approach is desirable, organizations should not feel compelled to buy an entire suite to start the relationship; it is often a better practice to select a single application and, if it meets requirements, add other applications in the suite. Many organizations currently use a heterogeneous mix of applications and services residing inside the enterprise in onpremises or in cloud computing and software as a service (SaaS) to manage compensation, which complicates even basic tasks. In our research, 26 percent of participants identified inadequate software as the largest barrier to effective workforce planning. Further, more than one-fourth said they use only spreadsheets to track and manage compensation, and 35 percent said they use them extensively in conjunction with their compensation systems. This is problematic, because spreadsheets don’t easily integrate into a total compensation management process and are difficult to audit and control. In recent years some vendors have more tightly coupled compensation management and talent management capabilities, so those capabilities are available not only during recruiting and hiring but also throughout performance reviews and appraisals. Only one-fifth of organizations in our research currently have such a system, although more than three-quarters (76%) said such linkage is important or very important. As organizations consider a comprehensive approach for all employees, they would do well to integrate compensation information related to hourly pay and incentives with workforce management systems. To help them make decisions on choosing new compensation management systems with this and other features we offer Ventana Research’s Total Compensation Management Value Index. It will help compensation specialists, human resources professionals and those in finance or other management and operational roles understand what it takes to turn compensation practices into strategic tools. The Value Index evaluates nine vendors whose products address key elements of total compensation management as we define it: beqom, Curo, Decusoft, HRsoft, Oracle, PeopleFluent, Saba, SAP SuccessFactors and Willis Towers Watson. We urge organizations to do a thorough job of evaluating total compensation management systems and tools and offer this Value Index as both the results of our in-depth analysis of these vendors and an evaluation methodology. The Value Index can be used to evaluate existing suppliers and also provides evaluation criteria for new projects; applying it can shorten the RFP cycle time. The Value Index for Total Compensation Management in 2016 shows that Oracle is the highest-performing supplier, leading the second-place vendor, PeopleFluent, by nearly five percentage points. SAP SuccessFactors finished a close third. Based on their performance, we designate these three vendors as Value Index Leaders; they occupy the top three positions across all seven evaluation categories, except that beqom ranks first in Capability and second in Validation. Oracle has invested significantly into its application and underlying platform and, since our previous Value Index in this area, has taken advantage of its overall HCM resources to dramatically improve its compensation application. PeopleFluent and SAP SuccessFactors have been consistently improving their applications in all areas. The next two vendors in the rankings are beqom and Willis Towers Watson. They and the three top finishers scored more than 80 percent in overall weighted performance. Beqom is the highest-ranking dedicated provider of compensation; its score in Validation is a testament to its commitment in this market. Willis Towers Watson has advanced in all areas and provides some unique benefits through its supporting services for benchmarking and employee feedback. The remaining four vendors – in order, HRsoft, Saba, Decusoft and Curo – are grouped within five percentage points of each other. None performed well in the TCO/ROI evaluation category, lacking available tools and services with which to examine the value of investing in their products. HRsoft has a history in serving the market and scored well in Capability but came up short in Manageability and Reliability. Saba scored well in Usability due to its approach to the user experience but could improve in Manageability and Validation. Decusoft and Curo are providers exclusively dedicated to compensation management that demonstrate their commitment to the category and have been able to strengthen their offerings through product advances and customer success. When examining the vendors by the two categories of criteria, the vendors were found to have a consistent of customer assurance rating. All the vendors in the Value Index have made significant strides to improve the user experience for managers and employees seeking guidance in, and improved access to, compensation information. All nine vendors actively participated in our process by providing responses to our requests for information, demonstrations and supporting documentation. We believe that these vendors have the strongest commitment in the industry to compensation management because they were open to our scrutiny. Other vendors unwilling to have their products evaluated and thus not included in the Value Index are dubious in their readiness to support the full range of compensation processes. The demand for market rate compensation data and analytics is critical to address fairness in pay for new hires and existing workers, but also to examine existing compensation across level and demographic attributes like experience, gender and ethnicity. This type of external compensation benchmarking is possible through the providers like PayScale or Salary.com, which provide compensation data and analytics for use in your compensation processes and systems. Other approaches use actual corporate payroll data through ADP and its DataCloud service. Total compensation management is a powerful and essential component of human capital management; used properly, it will help organizations understand how to get full value from the talent in their workforce, and can even deliver a competitive advantage in engaging and retaining employees. However, understanding changing processes and related application needs requires in-depth market research on the vendors and products to determine the best fit for your organization. We urge organizations to use our Value Index to understand this highly competitive market. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn. Mark Smith is the CEO and Chef Research Officer of Ventana Research. Mark is an expert on enterprise software and business technology innovation, including business analytics, big data, cloud computing, business collaboration, mobile technology and social media. For more insights by Mark Smith, see https://marksmith.ventanaresearch.com.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Compensation_Management_Software_Vendors_Eval_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Effective Compensation Systems Transforms Human Capital Management", "mainEntityOfPage": "https://marksmith.isg-research.net/effective-compensation-systems-transforms-human-capital-management", "datePublished": "02/05/2017", "dateModified": "02/05/2017", "articleBody": "Compensation management is essential for any organization that values engaging and retaining its employees. It is a fundamental component of a range of personnel-related activities – recruiting and hiring, assessing performance, and career and succession planning. Determining and providing appropriate compensation, which may involve base pay, merit pay, variable pay and incentives or bonuses, is equally important for all members of the workforce – full- or part-time employees, contingent or on-demand workers and contractors. Incentives are an important part of compensation. Business areas such as call centers, sales forces and field service frequently tie incentive compensation to performance objectives. Whatever the particulars, the effectiveness of compensation directly relates to the core challenge faced by human resources departments: keeping employees productive, satisfied and motivated. An array of activities and systems supports compensation plans for executives and variable pay and rewards for those in sales, field service and contact centers, and may include stock grants and other incentive programs. As business leaders consider advanced practices such as pay for performance and talent management, they often discover that they need a more comprehensive and strategic approach to compensation. As a result, total compensation management is getting attention from organizations that seek not only to streamline their compensation processes but also to fully use the information they have to derive optimal performance from their workforce investments. But this not easy; in our most recent compensation management benchmark research, close to half (47%) of participants cited inconsistent execution across divisions and departments as an impediment motivating investments in compensation management. This inconsistency results in a disparity in starting salaries and incentives for performance appraisals that then creates broader pay disparities across the organization, contributing to attrition and diminishing the ability to close new hires. Our experience and research in this field indicate that HR and corporate management obtain the greatest value from an approach that ties compensation to performance. A range of types of compensation should be available for use where those incentives and rewards can have the most substantial impact, at the managerial levels. In addition, it is increasingly clear that involving employees in the processes associated with their own compensation improves worker satisfaction and retention. To gain these benefits, organizations should make employee information accessible through self-service applications, including on mobile devices such as smartphones and tablets. However, these capabilities typically are not found in the conventional human resources management system (HRMS) or in many human capital management (HCM) application suites, most of which have not evolved beyond salary budgeting. HR departments typically aren’t equipped to manage compensation programs that extend beyond the annual review process for establishing and communicating the components of base and merit pay. However, progressive HR departments acknowledge the value of having an end-to-end approach to what we call total compensation management, which encompasses the various aspects of compensation and engages all the relevant roles and responsibilities as well as the full set of HR processes. Many progressive organizations have reviewed or are reassessing their established processes and underlying systems. They involve finance departments and CFOs in compensation processes, which our research finds is beginning to happen. Almost one-third of organizations reported that their finance departments are influencing compensation processes, and in others finance departments want access to information or are assisting in sponsoring and funding investment in compensation management. An emerging key driver of effectiveness in compensation is pressure on industries, executives and compensation committees to assess fairness of compensation in job levels and positions, particularly regarding diversity and demographic information such as age, gender and ethnicity. For most HR organizations, their HRMS lacks sufficient detail in compensation and related employee data to enable them to perform these analyses. To match market pay rates, companies need guidance from data, using internal and external benchmarking to examine their existing pay structures. To gain such data they should work with third-party providers of compensation data and analytics who can share data to include in their processes and applications. Any willing organization can increase its compensation effectiveness. Currently, however, we see that many organizations are constrained by traditional HCM and financial expectations and are not positioned to understand the types and levels of compensation that motivate and engage people. These challenges require not only more complete data but also analytics and benchmarking to guide their compensation management efforts. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Effective_Comp_Systems_Transform_HCM_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Leaders in Workforce Management Software for 2017", "mainEntityOfPage": "https://marksmith.isg-research.net/leaders-in-workforce-management-software-for-2017", "datePublished": "17/03/2017", "dateModified": "17/03/2017", "articleBody": "Workforce management is a key topic of expertise for Ventana Research. We define workforce management as the set of activities and processes organizations use to manage their hourly and salaried workforce for maximum productivity. It involves not only scheduling, tracking and paying for time worked but also aligning that work to the tasks and objectives of the organization. Workforce management is a critical component of every company’s operations, human resources and overall human capital management processes, as I recently pointed out. It helps organizations manage their workforces efficiently in such areas as scheduling, time and attendance, absence tracking and clocking work time, and ensures compliance with regulations and efficient payroll processing. Thus effective support of workers, managers, management and the operations and administration of the total workforce is at the heart of workforce management. In our latest workforce management for human capital management benchmark research, two-thirds (69%) of participants said workforce management is very important, but, strikingly, only 7 percent said they are very confident they manage their workforce effectively. The research also shows that the biggest impediment to investment in workforce management is insufficient productivity. To remedy this and achieve related goals, organizations must efficiently manage time and attendance, yet an overwhelming four-fifths use time clocks or another time recording system. However, workforce management is more than just documenting time and attendance or time off; it involves scheduling, labor analytics, systematic use of recognition and rewards, skills and learning, and mobile access to information and collaboration systems that help engage workers. Supporting the operations of organizations that manage the nuances of hourly work schedules in industries such as communications, healthcare, hospitality, retail and utilities requires more than scheduling. It also needs optimization of work schedules that adapt the expectations and skills of workers to the requirements of the organization. Using the right technology for workforce management is essential for optimal performance, and using it effectively should be a top priority. Using our workforce management research as a guide, we have developed a blueprint to help organizations do this. Our approach to evaluating business applications such as workforce management, embodied in our Value Index reports, examines five important evaluation criteria for products including Usability, Manageability, Reliability, Capability and Adaptability and, for vendors, Validation and Total Cost of Ownership and Return on Investment (TCO/ROI). We urge organizations to do a thorough job of evaluating workforce management systems and tools, and we offer this Value Index to help them. It offers both the results of our in-depth analyses of these vendors and an evaluation methodology. Let me provide some perspective on the recently released 2017 Value Index for Workforce Management, in which we identified the three vendors, Kronos, Ceridian and WorkForce Software, as overall Value Index Leaders. Our research finds those that are Value Index or top three leaders in each of the seven categories. The Value Index can help organizations evaluate existing suppliers and provides criteria for assessing their own existing environments and new projects; applying it can shorten the cycle time for an RFP. Unlike many IT analyst firms that rank vendors from an IT-only perspective, Ventana Research has designed the Value Index to provide a balanced perspective of vendors and products, one that is rooted in an understanding of business drivers and needs. This more practical approach not only reduces cost and time but also minimizes the risk of making a bad business decision. The Value Index can help your organization achieve the levels of efficiency and effectiveness it needs to optimize workforce management. This Value Index for Workforce Management analysis identified a group of vendors significantly advanced in their capabilities to support workforce management, but we caution that this alone does not constitute a comprehensive approach to the discipline. Our research on workforce management suggests that users view usability and reliability as the most important aspects of the product, more so than capability and manageability. This Value Index report evaluates the following vendors offering products that address key elements of workforce management; they are ADP, Ceridian, FinancialForce, Infor, JDA, Kronos, SAP, SAP SuccessFactors and WorkForce Software. Other vendors that are not represented and that can operate across multiple industries were not included because they declined or did not respond to our invitation to participate; it’s hard to be sure they are ready to meet your workforce management needs if they were not willing to be scrutinized by our in-depth analysis. We found significant differences in vendors’ support for and investment in newer digital technologies, particularly analytics, big data, collaboration and mobility. With respect to the last category, many hourly personnel are mobile workers and could use their devices to check in and out and to collaborate with their managers. Even newer digital approaches to types of integration, which we examine closely in the Adaptability category, provide critical support not just in migration to a new system but also in synchronization with HRMS, payroll management and other human capital management systems. Support for digital technologies is one of the most important areas organizations should examine as they evaluate products for use now and in the future. We find the market and direction for workforce management is changing: work and resource management for dynamic tasks and activities, collaboration with and recognition of workers, and increasing competencies and learning are important intersections for every organization to consider in not just managing but also hiring and retaining a workforce that meets their objectives. As noted above, this Ventana Research Value Index evaluates software in seven key categories. The Value Index scatter chart places the product-related and customer assurance scores on the X and Y axes, respectively, to provide a visual representation of the Value Index scores. Vendors whose products scored higher in aggregate in the five product categories are positioned farther to the right on the horizontal axis like Kronos and Ceridian; the combination of scores for the two customer assurance categories determines their placement on the vertical axis like Workforce Software and Ceridian. In short, vendors that place closer to the upper-right corner on the chart scored higher than those closer to the lower-left corner. However, we weight the scores to be 80 percent for products and 20 percent for customer assurance areas, which our research finds to be the proper balance for evaluation of workforce management. This approach is based on vendors’ overall efforts, not on which has the best execution with revenue or customers or the most polished vision with its presentation. We evaluate the core of what you need from software to lead and run workforce management processes and technology in your organization for which organizations base their RFI/RFP. Determining the next steps and prioritization of workforce management is not easy for operations or HR leaders, but the need for improvement is evident. Our research and expertise – as opposed to mere opinions – can help in this area by providing best practices and practical, research-based perspectives on vendors and products. Please be sure to join our community and then download our Value Index Market Report to get depth and analysis to inform your existing and future efforts. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Leaders_Workforce_Management_Software_2017_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "New Potential for Human Capital Management in 2017", "mainEntityOfPage": "https://marksmith.isg-research.net/new-potential-for-human-capital-management-in-2018", "datePublished": "13/03/2017", "dateModified": "13/03/2017", "articleBody": "Human capital management (HCM) offers a prime opportunity for organizations and their human resource professionals to make employee-related processes effective in engaging and retaining the workforce. Manual administrative processes often hampered HR in focusing on the workplace experience and employee satisfaction. Modern HCM applications can help them manage members of the workforce as critical assets and make continuous investment in people-related processes, deriving insights on issue such as health and benefits through analytics applied to HR information. This year we will examine attitudes and changes in how organizations approach HCM through a new research endeavor using our latest research product. We will further deepen the knowledge across six essential aspects of HCM as discussed below and outlined in our HCM agenda for 2017. Human Resources Management Systems Effective use of a human resources management system (HRMS) can help optimize employee productivity and workforce performance. Our research indicates that employee engagement has drastically improved through proper use of the next-generation HRMS, leading to increased satisfaction and retention of the workforce. By using mobile technology and accelerating the simplicity of self-service an HRMS can help raise the level of productivity. Our benchmark research on the next-generation HRMS finds that the dominant motivations for changing these systems are to improve business processes (for 89% of organizations) and increase workforce productivity (68%). Next-generation HRMS can address these and other issues. It also can help organizations simplify onboarding processes to reduce the time to optimal productivity for a person in a new position, whether newly hired or internally transferred. Our research finds that using an HRMS effectively can contribute to business benefits and ensure that full potential of investments in people is realized. It is a best practice is to measure your organization’s performance in human resources management. In 2017 we will develop a Value Index to compare and rate HRMS vendors and products so users can assess the value of their existing approaches and determine whether new technology is needed for their future success. Learning Management Systems The learning management system (LMS) provides education digitally to workers in both formal and informal methods, encouraging collaboration and engagement across the workforce. Our research agenda for 2017 will track the evolution of the LMS to support collaborative and video-based learning to help the lines of business maximize performance. Social collaboration technology enables the LMS to become a learning center that makes it easier to engage the workforce and assess the effectiveness of learning. Our latest benchmark research in next-generation learning management systems finds that the purpose of investments in learning management is to create effective workers. To prepare for such investments organizations should assess the extent of collaboration and how it can supplement learning. We will extend our existing research by conducting new research gathering continuous insights into the evolution of social media for learning in organizations. We also will conduct a Value Index on the LMS in 2017 to assess the abilities of vendors and products to meet these needs and help organizations make the selection best for them. Payroll Management Optimization Payroll of course is of great importance to employees, and organizations can benefit from optimizing the processes through proper use of information and technology. We believe that payroll management is vital to HCM and can be increased by unifying processes and systems that ensure it operates at maximum efficiency. Software now available makes it easier to use cloud computing that streamlines the interconnectivity of payroll with other essential systems such as HRMS, talent management and workforce management. Our most recent benchmark research in payroll management finds that organizations want payroll systems to help improve employee productivity, which they can do by providing complete information to employees. The research also recommends that organizations consider employee self-service capabilities to improve payroll efficiency. This year we will assess changes in payroll optimization through new benchmark research that will uncover key insights and best practices following the shift to the cloud computing and other advanced technological approaches. We will also assess the vendors and their products through a new Value Index. Compensation Management Our firm has focused for more than a decade on the importance of compensation management, examining the processes and underlying systems to that handle all forms of compensation including administration, integration and consumption of it. The value of compensation management is obvious. It is critical to the recruiting and hiring processes in determining and presenting the proper salary and increases as well as addressing gaps in equal pay for equal work and experience. Organizations must have the right level of support for not just administration but all aspects of compensation, which we call total compensation management. New applications unify compensation with processes in finance, HRMS, talent management and workforce management for both salaried and hourly paid employees. Our benchmark research finds that few organizations (17%) have it integrated compensation management. Advances in the utilization of big data and analytics increase visibility into compensation effectiveness and can centralize these efforts. Proper investments into dedicated compensation management also can help diversity compliance, recruiting and retention of the workforce. Our research finds that the most important benefit of effective compensation is aligning the workforce to goals. The full range of compensation, including benefits, incentives and rewards, can influence the workforce behavior of an organization. One of the best practices we prescribe is to focus on outcomes for improving workforce performance. We will undertake new benchmark research on compensation management in 2017 and recently delivered an updated assessment of vendors in our 2016 Value Index for Compensation Management. Work and Resource Management Today’s organizations are feeling pressure to prioritize and align workers and tasks to individuals’ expected performance. It is complicated by informal activity and project management and the increasingly perceived necessity of collaboration among resources and the demand to most effectively utilize assets. We defined “work and resource management” as a systematic approach to prioritizing work and optimizing resources. It uses an integrated set of dedicated applications designed to continuously monitor and streamline processes and activities. We assert that it is imperative for organizations to streamline tasks and activities and utilize resources optimally. Assigning and managing work to perform is simplified through access to mobile technologies; the ability to immediately notify and interact with workers is well worth the investment. It can enable organizations to unify their focus on asset management, project management, portfolio management and task and activity management and improve worker self-service interactions with their assigned roles and priorities. Determining how to use the new class of applications designed for work and resource management is essential to increase worker productivity. our research makes it clear that organizations are concerned about how they manage their workforces. To improve that, a best practice is to make sure that tools’ capabilities suit the roles of users. We plan to provide new insights on work and resource management in 2017 focus on the critical issue of worker productivity. Learn more on this exciting new effort in our community. Workforce Management Managing hourly workers, from the shifts they desire and work to compliance with regulations across localities, challenges today’s organizations, which typically expend significant effort to manage the time and attendance of labor. Ventana Research defines “workforce management” as the set of activities and processes organizations use to manage their hourly and some salaried workforce for maximal productivity. This might sound simple, but balancing scheduling and absence management to the desires of each individual is not easy. Advances in time and labor management use digital technologies to make it easier for workers to check into work through mobile devices and proximity methods, bypassing the traditional time clock that can be a bottleneck for shift changes. New methods in using wearable computing and devices attached to the Internet of Things will introduce further innovations in ensuring the readiness and well-being of people to conduct work and avoid fatigue. Workforce management if applied properly can help optimize workforce processes through integration with HCM processes and systems. Unfortunately, our benchmark research finds that most organizations use inadequate software for workforce management. In contrast a best practice is to develop a strategy for collaboration in workforce management in which individuals can interact and optimize their efforts with other workers and managers. We will release new benchmark research in workforce management in 2017 and uncover more best practices that can guide organizations on investments to their processes and technology. Already we have released our 2017 Value Index on Workforce Management to help buyers properly assess and select vendors that best meet their organization’s needs. Human capital management is changing rapidly through the adoption and integration of digital technology innovations that make applications more effective. Analytics continues to be ranked as the top priority for HCM for three-quarters (77%) of organizations in our next-generation HRMS benchmark research. Analytics for HCM provides insights on workers and the workforce to determine the state of operations and actions needed to be taken to ensure effective process improvement. However, the continued use of spreadsheets for HR data hampers productivity as three-quarters (76%) of organizations in our research admitted. We will further assess workforce analytics and planning in 2017. Ranked second among technology priorities for HCM is big data. Being able to centralize and process data about employees and work to support analytics can help optimize HCM processes and also ensure efficient data preparation and integration of applications across cloud computing and on-premises systems. Another priority for HCM is digital and social collaboration among workers to increase the engagement and value of the entire workforce. Making applications smarter is critical as just operating faster is insufficient for a competitive advantage. Applying machine learning and cognitive computing can help realize the vision of artificial intelligence. Automated learning through the processing of data and its context can increase understanding of how workers can be more effective. Supporting workers and managers in ways they want to interact with applications includes self-service and even chatbots, and taking advantage of mobile technology like smartphones and tablets to HRMS and LMS can help increase productivity. Finally wearable computing that can be used for notification and other actions is changing how resources are utilized to optimize employee engagement and ensure their productivity and wellness, which in turn can create a sense of commitment. Our research and insights in digital technology are highlighted at our community for further investigation. These technological shifts are rapidly changing the HRMS, talent management and workforce management software categories. Though I barely mentioned cloud computing, it has changed the ways that software providers develop and deploy their applications, making it easier to acquire and use them. In addition many of the vendors are providing methods to not just configure but extend the applications through what is called platform as a service (PaaS), which enables organizations to fit systems to their unique industry or regulatory requirements. We will assess in 2017 the state of talent management to help determine where organizations are in unifying these processes and integrating them into the rest of HCM efforts. Determining the next steps and prioritization of HCM is not easy for HR and business leaders, but the need for improvement is evident. Our research and expertise – instead of merely opinions – can help in this area by providing best practices and practical perspectives that augment our in-depth knowledge of the technologies, vendors and products. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://research.ventanaresearch.com/hubfs/2017-Research-Agenda.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Is NetSuite Sweet for Customers?", "mainEntityOfPage": "https://marksmith.isg-research.net/2016/05/26/is-netsuite-sweet-for-customers", "datePublished": "26/05/2016", "dateModified": "26/05/2016", "articleBody": "It’s widely agreed that customer experience is now the most important dynamic for business. Any organization that wants to retain loyal and even vocal customers should do everything possible to ensure and maintain customer satisfaction. Software companies, especially those that promise to provide CRM and effective interactions across any channel at any time, should be good examples of embracing the methods they prescribe for using their products. But do they? Maybe our organization is not having great luck at the moment. We just went through a bad experience with Salesforce, which had a cascading technology failure (known as #NA14) of its data center and database operations that shut down thousands of customers that, like us, use its software. Of course, technology problems happen, but there is no excuse for poor communications that don’t explain a situation and provide regular updates, not to mention prompt resolutions. Customer communications and supporting processes ought to make customers feel that they and their business are important to the provider. Salesforce CEO Marc Benioff was more than communicative and listened to comments on the issues directly through social media; now we wait to see what changes the company will make in its customer relationship processes and communications. Unfortunately, around the same time as this fiasco another one occurred, originating with the cloud-based ERP provider NetSuite. Here again there appear to be some very large challenges with its customer relationship processes and resulting customer experience. Our analyst firm tracks and has recommended NetSuite as part of our research practices and advisory services to organizations and business professionals on applications, as in this analyst perspective by my colleague Robert Kugel. In October 2013 NetSuite announced its acquisition of TribeHR, a cloud-based provider of a human resources management system (HRMS) for small and midsize businesses. Our firm at the time and continued to be a happy customer of TribeHR but also an advocate of and reference for its efforts, as I wrote in 2012 and part of our human capital management research coverage. After the acquisition, at end of 2015, I received an email from an individual supposedly at NetSuite billing us for use of TribeHR. I was not sure if the message was legitimate, as the usual form of business communications to a customer and did not identify the person’s position in NetSuite. As you may know, it is a common scam to send invoices and ask for payment without context; this is an issue the FBI’s Internet Crimes Division is actively addressing where individuals are asking for payments through emails and PDF that appear to be legitimate. We ourselves have been attacked by these scams though our governance processes have prevented any mispayments. I sent an email reply to ensure that the sender actually was from NetSuite and asked for the agreement for the invoice; I got a generic reply that did not identify the person or department and said only that the invoice was related to back billing for TribeHR access. I asked again for proper identification and a copy of the license agreement and terms for payment. This was the last I heard about it. I never got a call from an account manager or anyone else at NetSuite to address the situation. Of course it could have been resolved easily if NetSuite had embedded online billing and payment from within the application. Obviously this was not a satisfying customer experience for something as easy as clarifying an invoice and setting up recurring payments from our organization. Then, out of nowhere, on April 22 our instance to TribeHR was shut down without notice. Attempts to log in by anyone in our company received this boilerplate message: “Your account is currently suspended. We are sorry for any inconvenience this may cause. Please email support@tribehr.com and collectionsteam@netsuite.com to reactivate your account or submit related questions.” I sent an email, and the HCM Customer Success team at TribeHR responded quickly to let me know they were investigating. Clearly the vendor could and should have been more proactive. We have a prominent website, I myself am easily found through social media, and most importantly I am the main contact within TribeHR where I am listed as the system administrator and human resources contact. All NetSuite had to do was use the customer information in our instance of TribeHR. Any communication at all could have remedied this situation; it was even worse since the communications with me in December were never followed up as I requested. Next a new person contacted me for the first time, saying he is our account manager. He told me that the invoices were sent to a person who has not been with the company for seven years at an outdated mailing address. I requested that the outstanding invoices be updated and consolidated in one agreement. I signed a new agreement on May 10 and emailed it back, requesting a credit card link so we could get it paid immediately. I was told that once the order was processed we would get an invoice and payment link. This was important as the terms on the agreement I signed said that payment was due upon receipt. But the updated invoices from the beginning of the year and a link to pay them did not come. Then on May 24, our system again became unavailable for use. In response to my inquiry our instance was reactivated and I was informed that it was not clear why we were turned off and that the invoice would be sent to our accounting for payment. I thought it weird that no one from NetSuite had called or emailed to let us know it would be turned off. Forcing customers to chase a software vendor to pay for services is certainly not a best practice. At this point I thought it would be worthwhile to make sure that the CEO of NetSuite, Zach Nelson, knew about our problems and poor customer experience, so I put it on Twitter to elevate the situation: “Looks like @NetSuite just shut off @TribeHR customers from access to its HRMS - not a good signal to HR & biz for them! #FAIL @ZachNelson” and then “@NetSuite @TribeHR @ZachNelson and email my rep and it is turned back on! When do sales control customer access to apps?” Five hours later I got Zach’s response: “Should we be mailing the collection notices to someone else in your company?” I responded “@ZachNelson @NetSuite @TribeHR you are really out of touch! I asked your sales rep to get our accounting team an invoice to pay & waiting!” and “@ZachNelson @NetSuite @TribeHR if you would like emails to your team I am happy to provide! Instead of accusing me / get the facts!” and “@ZachNelson @NetSuite @TribeHR or use your new online billing / subscription system with online payment for your own business! Free advice!” A basic email to our account rep, who by the way has been more than easy to work with, by Zach would find out that we are trying to pay for services and have been shut down twice because of NetSuite having old information and are still waiting for a payment link. Not one to get falsely roasted on Twitter, I responded, “When did CEO of your SaaS provider trying to falsely roast you on Twitter become customer best practice? Ask @netsuite @ZachNelson #FAIL.” I expected it would be obvious that roasting a customer and industry analyst was not necessary when a simple response to request a call or direct message on Twitter could resolve it. But Zach responded on Twitter, “If sending 4 email notices between December and April is considered ‘No Notice’ then the answer would be yes,” which is a response to my asking, “Do you turn off your customers with no notice?” These were my next responses to Zach: “not difficult to see your org/process made mistakes multiple times - I signed agmt & waiting for invoice” and “an apology is easy to give a customer/analyst on your mistakes not mine if you looked at what happened.” and “been a happy customer of TribeHR and supporter of your efforts! Not sure dishing on me makes any sense!” and “@ZachNelson and for the record, been a fan of @TribeHR read https://marksmith.ventanaresearch.com/2012/11/15/building-your-workforce-into-a-strong-tribe/ … then became a customer & reference - ask @josephfung.” This turned into a late-night rant because I was concerned that our instance would be turned off again. And all of this for invoices that do not add up to more than $500 USD. As an industry analyst and chief research officer covering the spectrum of applications, tools and technology for business (and the overall top-ranked enterprise software analyst in 2011), I was hoping for more courtesy in these communications. We do get much communications from analyst relations like we get from other vendors to help us recommend NetSuite unless we diligently pursue it. I noted in listening to the keynotes from NetSuite SuiteWorld16 along with announcements about new offerings like SuiteBilling, which it announced on May 17 and demonstrated, that if it is as advertised, it should resolve such issues as billing and payment for subscriptions. NetSuite could even embed this system directly into TribeHR or provide it to customers through a secure login. If NetSuite is using its billing applications for subscriptions it should process bounced emails and develop professional business communications to effectively engage with customers. Any of these is a better approach than emailing PDFs to customers –manually sending invoices is a worst practice. As we have written, the subscriber experience impacts recurring revenue. It is amazing that NetSuite’s people cannot even look up customer information in the system it rents to customers and doesn’t bother to go to the customer’s website and call them if they can’t get information from their own system. Instead its CEO roasts the CEO of their customer and head of an industry analyst firm that recommends NetSuite on Twitter without proper investigation. Let me just say that it does not take long for bad customer experiences to impact future business, as word travels fast today. If NetSuite is in the business of serving small businesses, which was the backbone of its growth, then it should know that asking them to print and mail checks for a low monthly subscription of less than $200 is not a best practice and impacts their efficiency. Asking small businesses to wire money is worse because as anyone knows it could cost a small business $15 or more, which is 5 to 10 percent of this invoice and amounts to a penalty to the customer. Software companies like NetSuite should progress like those in other industries that service small businesses, such as healthcare, insurance and other recurring payments; they allow a customer to use ACH for recurring invoices and eliminate manual or costly methods for payment especially if you do not allow credit card payments online. Also, applications like NetSuite should have accounting and billing contact information so that the information is updated by the customer and easy to access and email or even make a phone call. Also, any issues related to the use of the software should be notified to the administrator or in this case also the head of human resources. Since the business is renting the software, the courtesy of contacting them is an industry best practice. These are my recommendations for NetSuite and any software-as-a-service provider, including Salesforce, for which I also provided recommendations in its communications and the billing and payment processes. We at Ventana Research know that recurring revenue challenges finance, accounting and billing departments as we have written, and that it is easy to say that you should use the software you sell for your own business. We understand that engagement throughout the customer life cycle is the largest recurring revenue challenge in 55 percent of organizations, according to our recurring revenue research. As a negative, example as administrator of our TribeHR instance I have not received updates on the direction of the application. This is a concern for us when we hear the loud partnering communications from NetSuite about a competitive approach from UltimateHCM and are not clear on the future of TribeHR. Our research also finds that payment processing and account management are two of the top five capabilities desired by organizations for a recurring revenue system. In addition our research finds that customer renewals are the largest expected recurring revenue challenge. So we have empathy for NetSuite in this situation. Our research and clients show that improving communications in the billing and payment cycle along with the operation and improvements to the software are essential for long-term success and to customer retention. This improvement is part of what we have articulated is critical for customer experience in 2016 using digital technologies. The customer experience I have described suggests many areas in which NetSuite needs to improve its communications, contracts, billing and payment processes. Right now it is not so sweet for customers of NetSuite, and its leaders should take to understand the issues in its communications and customer processes to ensure that situations like ours don’t happen again. NetSuite has been operating since 1998 and providing applications in what is known now as cloud computing and should have these processes well defined and refined. TribeHR was acquired in 2013 and by this time should be better integrated as a business and technology into NetSuite and its customer relationship processes so there should be no excuse for what our organization has experienced. We suggest that other small or midsize businesses should re-evaluate any further use of NetSuite and place on hold any evaluation of NetSuite until the company improves its customer and subscriber experience and communications. No one is perfect, including our company, but I am standing by for a public apology for the clear mistreatment and abuse from CEO Zach Nelson and NetSuite. He could have passed this issue down to the customer service team (and hopefully customer success team) to resolve. Remember our organization was not the cause of this bad customer experience and lack of customer relationship processes. As you see I have documented the experience well, and those who want to see what not to do, just contact me. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/netsuite-logo.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "New Generation of Human Resources Management Systems", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2015/11/10/new-generation-of-human-resources-management-systems", "datePublished": "09/11/2015", "dateModified": "09/11/2015", "articleBody": "Ventana Research defines a human resources management system (HRMS) as the set of applications and associated processes that store and manage the employee information used by an organization’s human resources department. New technologies make it possible for the HRMS to perform better and be easier to use by HR professionals and members of the workforce. The range of evolving technologies impacting the development of the HRMS include business analytics, big data, cloud computing, mobile technology, business collaboration, social media and wearable computing. These advances enable organizations to streamline the processes that the HRMS supports and more efficiently take advantage of competencies that already exist in the workforce. The changes are so substantive for organizations and their HR departments that we have undertaken new research called Next-Generation Human Resources Management Systems. As well as becoming more efficient in their HR processes, employers want to ensure that their employees can interact easily with HR managers and feel satisfied with these relations. This is facilitated by using new methods such as collaboration through mobile devices. In addition companies today have to manage greater amounts of information than ever before related to benefits and policies and be able to provide specific, relevant information directly to employees at any time. Employers also have to comply with a range of employment rules and required benefits such as the Affordable Care Act for healthcare in the United States. In this context of information overload the HRMS should be able to use big data technologies to become a strategic tool that helps both HR and employees have complete and relevant information about employment. The basic use of the HRMS is to hold essential information about an organization’s employees. Until recently HRMSs were stand-alone systems that maintained seldom-changing information and were used by only a few people in the HR department. The HRMS, and indeed the HR function in general, was seen as dedicated to keeping records, providing input for payroll, overseeing related compliance processes and managing benefits including healthcare, time off and others not related to compensation. Employees and managers had limited access to self-service capabilities, not to mention ready availability of it on a variety of devices. This perception has begun to change in recent years. Other types of applications, such as talent management and workforce management, have been introduced into human resources processes, and HRMSs often must share information with them. Such systems potentially expand the kinds of information available to managers and those who work for them. In addition, innovative technologies including richer analytics have expanded the ways this wealth of information can be used and the array of roles – line-of-business managers, executives and even individual employees – that can benefit from using it. Business analytics can highlight the types and quality of talent a company possesses – and needs. Ubiquitous access to HR information through smartphones and tablets improves the reach and speed with which employees and managers access information and promotes sharing, communication and understanding. Embedded social collaboration tools connect employees more effectively and impact metrics such as employee engagement and time to productivity. Thus the HRMS can play a strategic role in human capital management. HR professionals now can have applications and tools that support a range of workforce processes and also help the rest of the organization with their employment and business needs. A modern HRMS also can help engage and retain talent through advanced and more efficient HR practices. This new market research will explore both the evolution of human resources management systems and the roles of new technologies that being added to them. It will evaluate how organizations are integrating their HRMSs with new technologies and their impact on improving HR processes and increasing the value of HR to the organization. Such changes in HRMSs and other human capital management systems are facilitating an evolution of HR processes. Key focus points of this research will be to examine the changing role of the HRMS in organizations, how new technologies such as business collaboration are being integrated into the HRMS and related applications HR personnel use, how the applications are accessed through mobile devices and finally the perceived value these new technologies add to core HR applications such as the HRMS. The research will detail the specific ways in which the HRMS is evolving from a system that stores basic employee information to one that integrates benefits and payroll along with integration to talent management and workforce management information and applications to provide more useful information for HR and business leaders. Our latest benchmark research on payroll management already shows that more than half (53%) of organizations see employee self-service as important for accessing an individual’s payroll information. The new research will track as well the changing needs of HR for information related to benefits and pay and to compliance with regulations and policies. The goal of this Next-Generation Human Resources Management benchmark research is to examine how organizations are evolving in using an HRMS and determine the drivers for and benefits of adapting a new technological approach. It will build upon recent benchmark research findings that show that talent management and workforce management systems are critical for organizations as adapt to a new generation of technologies for their workers and employees. This research also will seek to understand how the next-generation technologies listed above are changing the way organizations operate in human capital management processes and to identify the best practices used by innovative companies. It will examine whether and how organizations are choosing to embrace these new technologies in their HR functions. It also will assess how adopting an advanced approach to using an HRMS impacts an organization’s people, processes, information and technology requirements as well as its productivity. Come engage in our research and in return receive best practices and insights that can help your organization. Participate. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_hrms_benchmarkresearch-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SAP is a Factor for HCM Success", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2015/02/23/sap-is-a-factor-for-hcm-success", "datePublished": "23/02/2015", "dateModified": "23/02/2015", "articleBody": "Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management. Recently I attended the SAP HCM analyst summit to hear about its direction and plans to grow its market share. The company has made progress since our last analyst perspective on it. Mike Ettling, SAP’s president for the HR line of business, discussed its newly refined strategy and organizational structure; the company has added executives from around the globe to emphasize its commitment to helping human resources organizations. SAP for HCM today is focused on HR applications in the cloud for talent management areas including recruiting, onboarding, compensation, performance, learning and succession. It has added a focus on self-service for employees and managers with payroll matters. SuccessFactors, according to Ettling, contributes 40 percent of the subscription bookings in cloud compuing for SAP. He said that 59 percent of bookings for SuccessFactors are outside North America, which reaffirms its global focus. SAP offers its products in more than 70 countries and in 37 languages. It manages regional data centers to support in-country databases of employee information and now has more than 1,000 implementation partners. SAP’s primary market is what we term very large organizations, which have more than 10,000 employees. Executives mentioned a renewed focus in the small-to-midsize market but did not clearly articulate how it will compete with the many providers that concentrate on this segment. SAP’s intentions can be seen in these numbers: Some 4,200 companies with a total of more than 28 million employees use at least one of its cloud-based HCM applications. More than 40 customers each have 100,000 users, and 110 each having more than 50,000 users. SAP’s evolution into cloud computing is well established now. Presenters at the analyst summit made it clear that the future of its on-premises software for HR is limited; there will be no new code lines and the vendor is in maintenance mode as it focuses R&D on its cloud-based products. Meanwhile, as it continues to execute on its mission of talent management and core HR, SuccessFactors has done well in providing to companies using SAP HR on-premises an interface for interoperating with its cloud offering. Next it will need to refine its plans for supporting those customers in migrating to the cloud. SAP insists on its ability to supply all HCM applications, but it lacks a unified Web presence for them. Currently the SuccessFactors website presents only the SuccessFactors cloud computing products, not the entire portfolio, and the SAP website for HR lacks depth on its contingent labor products. For that you must manually navigate to the Fieldglass website. Fieldglass provides vendor management systems, a necessary part of a comprehensive strategy for HCM. Missing from the site is a discussion of how its products interoperate with SuccessFactors and SAP applications. I was surprised that no one from the Fieldglass organization was present to provide depth; the acquisition closed in May 2014. The parent company should clarify in 2015 how Fieldglass aligns to the SAP HCM strategy. SAP will have to work harder to present a complete picture that includes contingent labor and workforce management and presents real understanding of the applications required to manage the hourly labor market. SAP speakers seemed careful to not mention any of the workforce management players in the market, such as Kronos and Workforce Software, and did not discuss the aspects of this market, which is a key part of the human capital management market overall. SAP’s information is restricted to noting that its Employee Central can perform time and attendance with absence management and time sheet support; that is only one component of workforce management. SAP ought to create and publish an overall blueprint of what it can offer for HCM and HR departments. More positively I was impressed with how SAP is addressing the next generation of learning management, making it simple to assemble and deploy learning modules on mobile devices in what it calls content authoring and also supporting open content networks and even recommendations. Our research in next-generation learning management finds that collaboration on content (77%) and access to learning via mobile devices (63%) are among the top priorities for organizations. SAP is transforming the methods for how people engage informally with learning and can be self-sufficient in specific business areas while still offering the formal learning environment that is required by policies and compliance programs. In addition SAP has taken seriously the need to make human capital analytics easier to interact with through the user experience in the latest version of SuccessFactors HR Analytics. This is a significant advance not represented in its website, which still presents basic dashboards that are not sufficient for HR to assess and act on information about its workforce. SuccessFactors had a product in workforce planning, but it is not clear how it utilizes or integrates to SAP’s business planning applications. Presenters at the event showed that it does take the aspects of succession planning and team building seriously and explained how it will use organizational charts more effectively. SAP has historically worked with Nakisa. SAP has the potential to advance analytics and especially predictive analytics through SAP HANA and its acquisition of KXEN, but it is not moving fast enough to blend them with its suite of applications and HR platform. This is a critical step; our human capital analytics benchmark research finds that improving efficiency (61%), engaging and retaining the workforce (52%) and improving management actions (51%) are the top benefits of investments in this area of analytics. SAP continues to advance its cloud-based payroll management offering, Employee Central, through experience with its on-premises product that has global deployments. Transitioning capabilities to the cloud is not as important as designing and streamlining the tasks for managing payroll administration and employee access to the information. SAP has been taking a blended approach to use its on-premises offering, which ranked first among products in our 2014 Payroll Management Value Index. New advances in 2015 with localized support for time off and benefits along with time sheet management are meeting a growing demand for simplifying payroll processes. Our benchmark research in payroll management shows that this is important to users: 54 percent said it is very important to improve the efficiency of payroll processes, and about as many (53%) said employee self-service is an important aspect of payroll management. SAP presenters also discussed their efforts to streamline HR operations and administration to make oversight simpler and more responsive. This includes Action Search, a capability to easily search an organization and get access to information rapidly from within Employee Central. I especially like the advances in its people profile to get to information about individuals from the Web and mobile devices. In addition, SAP continues to advance social collaboration through SAP Jam, which in the past two years has accumulated 17.5 million subscribers and more than 100 customers. Making social collaboration relevant is done through what it calls work patterns that include employee performance, mentoring and coaching and even onboarding. SAP Jam has great potential, and I hope to see more of it within the talent management applications and in workflow across its applications. At the summit I heard no reference to what SAP is doing with compensation management, but the company is doing well here. Our analysis rated SuccessFactors Compensation a Hot Vendor in our 2014 Value Index; it is a unique offering that is well integrated with the rest of the talent management suite. A presentation on the evolved SAP Cloud architecture discussed S/4HANA, which provides a platform for interoperating across on-premises and private and public cloud environments. It includes the use of SAP HANA Cloud’s metadata framework of specific applications. SAP is moving to its own integration technology for process and data requirements and designing its own user experience rather than continuing to work with Dell Boomi. It is not clear to me how this will help most HR organizations, which have and must interoperate with systems from several vendors and need data to flow across processes, which was easily instrumented within Dell Boomi. The demand for integration between cloud and on-premises configurations is growing rapidly; our big data integration research finds that cloud-to-cloud integration will have the largest growth, with one-quarter of organizations planning to address that in the next two years and one-third still evaluating that. This along with eliminating use of the Oracle database and using SAP HANA is key to its efforts in 2015. Presenters made mention of the Smart Data Access tool using HANA for machine learning, but it was not well articulated, referring to “robotic workflow,” which is a foreign language to any HR professional. SAP SuccessFactors has a new customer experience methodology that uses a nine-step process to ensure satisfaction among a rapidly growing variety of companies using the software. The new approach is being led by service and support professionals from across SAP. This level of focus on customer engagement is critical as SAP must demonstrate commitment to its customers more convincingly and differentiate itself in the market where many competitors have similar HCM suites. On the other side of customer experience is the license payments for its software. Like many other vendors in the cloud computing market SAP offers significant incentives to lock in multiple-year contracts in renting its applications. SAP prefers to trigger the invoice for the subscription to an application at the time the contract is signed, compared to others that do not invoice for license seats until the time of going live – a more reasonable approach from the customer’s point of view, as it takes time to transition from existing applications and processes to new ones and truly have employees using them. This could work counter to the company’s customer experience plans. SAP’s goal is to grow into a US$2 billion provider of HR applications by the end of 2017 and dominate the market. I believe that for it to do so will require more than just marketing and selling to HR and includes communicating to and convincing CFOs why this is an essential investment to address the talent risk of organizations. When you calculate the cost and time wasted in replacing workers who might have been retained and making new workers competent, investments in HCM and talent management are worthwhile in a financial analysis. But SAP like others does not demonstrate this value for finance and operations management. More than promoting its HCM offerings as part of ERP efforts, it will have to decide if it wants to win the hearts and dollars of Finance. SAP needs to show it can help organizations manage hourly workers beyond tracking time and absence and contingent workers through its Fieldglass acquisition. Advancing its cloud platform for interoperability with its on-premises applications – hybrid cloud computing – is essential to protect existing customers using SAP ERP and HR, along with helping global organizations with employees based around the world. At the summit I did not hear about any progress in applying its mobile technology to applications in HCM although its platform supports Microsoft Windows Touch and the Surface 3 tablet that is beginning to appear in business as validated in our market research. Nor was there much focus on security, voice or wearable computing via mobile technology. SAP is sticking to the basics when it comes to mobile technologies and use for HCM. SAP has transitioned SuccessFactors into a fully functioning subsidiary that remains strong in the market for HR and talent management applications. It continues to innovate and introduce simpler and more mobile methods for using its suite of applications. It has work to do to show how its overall HCM portfolio meets the broader needs of HR and workforces, and I expect movement here in 2015. The company is a major player in HCM, and organizations should evaluate its offerings to determine how they can help HR be more effective in supporting the essential asset of its people. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearchlogo300px3.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Research Agenda: What Matters for Human Capital Management in 2015", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2015/02/06/research-agenda-what-matters-for-human-capital-management-in-2015", "datePublished": "05/02/2015", "dateModified": "05/02/2015", "articleBody": "Managing investments in people and their performance is critical to every organization. It also is complicated. To support the various aspects of human capital management (HCM), organizations often use a variety of technology including systems for human resource management, talent management, workforce management and payroll management. Often these separate systems use their own information and are not well connected to each other. Today they are deployed both on-premises and in cloud computing environments, which further complicates integration. This situation disrupts processes and challenges HR departments and leaders to invest time and resources to correct it. Unifying applications across HCM is a critical concern that organizations are addressing. One intersection point is between core HR systems and payroll management; as well, payroll management must connect to talent management for salaried employees and workforce management for hourly earners. Our benchmark research finds that time and attendance (51%) and compensation (45%) as the two areas that most organizations need to integrate with payroll management. Application and data integration can support a range of key activities such as recruiting, onboarding, performance management, learning management and compensation management, all of which are crucial to motivate, develop and engage employees. It is essential to integration to have a single, consistent source of employee data that all these systems can draw upon; an employee master can provide a reliable source of information and simplify interactions of managers and employees and facilitate collaboration among workers. Many organizations are examining ways to create a consistent platform on which human capital management applications can interoperate. Integration of systems will be a major focus of our research agenda for human capital management in 2015. We will closely examine the current state of core HR management, talent management and workforce management systems with an eye on possibilities for them to work together smoothly. Managers in HR departments and the lines of business realize the importance of providing the best possible employee experience in attracting and retaining all types of talent; to achieve this they must effectively use technology for all the people aspects of their organization. Developing a strategy and a plan to unify HCM systems should be the first step. To succeed this will require buy-in from executives and management across finance and operations. Our research this year will strive to identify best practices in making technology a more valuable asset for managing the most important component of any business – its people. Our 2015 agenda will leverage two recent benchmark research projects, payroll management and next-generation learning management. In addition, soon we will have new insights from benchmark research onnext-generation human resources management systems, and we will explore the expansion of talent management platforms and applications. As usual we will continue the in-depth product and vendor evaluations of ourValue Index; in 2014 we released Value Indexes on compensation management and payroll management systems, and this year we will expand to assess learning management and HR management systems. Examining new methods to recruit and retain employees will become critical as competing for available talent becomes more difficult, and our research in 2015 will explore this area. Being efficient at recruiting has become a top priority for organizations. To achieve that goal will require a more comprehensive approach than most take. It starts with marketing positions and moves on to how candidates are assessed and interviewed; both increasingly rely on technologies, now including video. Later on organizations seeking to enhance their employees’ skills and potential should consider using learning management as a platform not just for training but also to improve their onboarding, performance and employee development processes, and we will continue to focus on this area. In addition we’ll examine new ways to address the work/life balance, a major concern for today’s workers, including using wearable computing devices for wellness and fitness tracking as part of creating a more flexible work environment. As I have pointed out wearable computing has a larger potential for organizations. This innovation along with mobile technology could help transform management of hourly and salary workers over the next couple of years. Technologies like these are part of the new landscape in human capital management as businesses work to support the needs of all employees, from management to front-line workers. As well as mobile and wearable technologies these include analytics, big data, collaboration, cloud computing, and social media. Combined they have opportunity to simplify workforce processes and increase understanding of performance and engagement. As many organizations have both cloud-based and on-premises environments it is more challenging to get timely data that can be used for a range of analytics and reports. And they more data than ever before, which big data tools can help them manage and which analytics can enable them to gain insights from. In this data-driven world HR can’t continue using spreadsheets and reports and should transition to dedicated analytics tools, including predictive analytics to determine future hires or risks involving current employees. Analytics also is essential for helping maintain regulatory compliance, particularly the new Affordable Care Act (ACA). Our research confirms that the foremost issue driving investment into human capital analytics (in almost two-thirds of organizations) is improving efficiency and productivity. Analytics will remain a major focus of our HCM research. The rapidly expanding use of mobile technology won’t slow down, we predict, especially as smartphones grow into mini-tablets, and tablets become like ultra-lightweight notebook computers. This pace of innovation is challenging for HR, many of whose applications do not run well on them. Apple is the preferred platform for business mobility, followed by Android and a small but growing presence from Microsoft, and organizations must figure out to accommodate the workforce in using the variety of mobile technology. HR should take a leading roleto determine the best strategy for the workforce and mobile use of human capital management applications. For example, our recent research on learning management systems finds mobile devices being used in more than one-third (35%) of organizations and almost half (43%) planning to use them. The final item on our 2015 research agenda is the advancing use of systems that help individuals and teams collaborate. We observed embedded collaboration capabilities becoming a common component of talent management applications in 2014 and expect the trend to spread to workforce management in 2015. Organizations are rapidly turning to social collaboration methods, and while conventional discussion forums are most often used (by 39%), social recognition, wall posting or activity streams and earning badges and awards are being planned or evaluated for use in more than 40 percent of organizations, according to our next-generation learning management benchmark research. Organizations should be looking more closely at how to use collaboration to improve employee engagement, and we will provide recommendations on doing that. Our HCM research agenda for 2015 continues to focus on the major issues in which technology plays a key role in addressing business issues. Please follow my analyst perspectives and our research and education in our community this year as we continue to evaluate the use of information technology to improve the effectiveness of HR professionals and lines-of-business managers. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearchlogo300px1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Payroll Management Software Rated in 2015 Ventana Research Value Index", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2014/12/30/payroll-management-software-rated-in-2015-ventana-research-value-index", "datePublished": "30/12/2014", "dateModified": "30/12/2014", "articleBody": "To help companies improve the efficiency and effectiveness of their payroll management processes, we have assembled our 2015 Value Index for Payroll Management. It evaluates vendors of payroll management software to provide a guide for selecting the right application to suit specific needs. The executive summary is available for download, and this analysis provides a snapshot of the findings. Ventana Research defines payroll management as all activities associated with paying employees correctly and efficiently. This set of processes crosses the human resources and finance functions; deployed properly it provides employees with access to their payroll information as well as improving payroll management effectiveness. Our benchmark research on payroll management optimization finds that the majority (54%) of organizations have a priority to improve the efficiency of their payroll management processes. Almost as many (44%) cited a more strategic aim for payroll management: increasing the productivity of the workforce. Indeed, more generally almost three in four organizations (71%) said it is very important to improve the productivity of their workforce. Further evidence of this lies in the finding that the most-often cited driver (48%) motivating organizations to consider investments in payroll management is a demand for higher employee productivity. For many years payroll was a separate process inside organizations, and payroll management often has been a stand-alone application or service. However, with the growth of integrated systems for human capital management, vendors of payroll management software have started to develop systems that integrate payroll applications with talent management and workforce management systems. Such integration can enable organizations to create a single employee record that managers can use to reach important goals such as satisfying compliance requirements, tracking all aspects of compensation and better aligning pay to performance. This, the research finds, most have not done. For example, currently fewer than one in 12 (8%) have integrated payroll management with their talent management system, and although 22 percent said they plan to do that in the next 12 to 18 months, fully half of organizations have no such plan. Similarly, 29 percent reported having a dedicated workforce management system, but only one in five have integrated their payroll management system with it. The 2015 Value Index for Payroll Management uses the Ventana Research methodology, a framework that evaluates application vendors and their products in seven categories of requirements. Five are product-related, assessing usability, manageability, reliability, capability and adaptability, while two quantify the customer assurance issues of vendor validation and total cost of ownership and return on investment (TCO/ROI). To assess functionality, one of the components of capability, we applied the Ventana Research payroll management methodology and blueprint, which links the business process of payroll management to an organization’s information technology. We also applied best practices from our payroll management benchmark research that statistically look at the market of using payroll management applications in organizations. We weighted the seven categories and their importance in assessing vendors and their applications. This Value Index report evaluates the following vendors that offer products that address key elements of payroll management as we define it: ADP, Ceridian, Kronos, Oracle, SAP, Ultimate Software and Workday. The Value Index for Payroll Management in 2015 shows that currently the top supplier is SAP, followed closely by ADP; both are rated Hot vendors. SAP was the only vendor to submit its on-premises product and ranks first in Reliability, Capability and TCO/ROI. In third place is Ceridian, slightly more than one percentage point behind ADP, which ranked first in Manageability and Validation. Ranked fourth is Workday, also rated Hot, which ranks first in Usability. In fifth place, only 0.3 percent lower, is Ultimate Software, which is rated Hot in all seven evaluation criteria. Oracle also is a Hot vendor and came in sixth, separated by one percentage point from Ultimate Software. Oracle ranks first in Adaptability with strong integration capabilities and recent advancements in its cloud computing application platform as a service technology. Oracle did not provide a submission for this Value Index, but documentation of its product is publicly available and used along with knowledge of the product through briefings, customers and conferences. Rounding out this Value Index is Kronos, which is rated Warm; its product is suited to provide payroll management for small and midsize companies located in the U.S. Kronos did rank highest in Validation, being well established in the related workforce management software segment. This Value Index evaluation finds that all the products assessed can handle the core payroll capabilities for domestic North American companies. These capabilities include calculating gross to net pay, executing multiple payrolls, managing tax calculations for most scenarios, and allowing configuration of business logic to accommodate most payroll scenarios. All the products provide some type of reporting and analytics to handle compliance reviews for zero net pay and other standard policy violations. The products differed in their standings in our seven categories. In our Usability assessment, we segment according to role, specifically payroll professionals or managers, employees and senior managers. In our benchmark research Usability is the evaluation criteria most often rated very important. All the products provide a functional user interface for payroll professionals, though some, such as Workday, provide a more intuitive experience. ADP and SAP followed closely. For employees, the largest group of users, the leading products have evolved robust mobile and Web-based employee self-service applications. For senior managers, the vendors of the leading products have combined new, more powerful analytics capabilities with mobile functionality to differentiate their offerings from others. The Reliability category determines whether the products can deliver the performance and scalability required. The evaluation criteria include the nature of the product’s support for an organization’s IT architecture at the level of the enterprise, the network, the server and the data, and the sophistication of its development and customization capabilities. SAP ranks the highest in Reliability with ADP following closely and Ceridian and Ultimate Software also rated Hot. In the Capability category, which in our benchmark research is the evaluation criterion third-most often rated very important, we found differences among products in advanced functionality, notably the degree to which they can handle international payrolls. Ultimate Software and Workday do not process international payroll within their products but through partnerships with payroll aggregators; they receive some amount of the information back into their product from the aggregators to be reported on or managed there. Conversely, SAP and ADP handle much of the international payroll processing directly while relying on partnerships for some cases. Nearly every vendor offers a broader product suite beyond payroll management. Most offer a human resources management system, most have workforce management, and some have a talent management product. The ERP vendors Oracle, SAP and Workday also offer a financial management product for posting payroll directly to the general ledger. SAP ranks highest in Capability; ADP and Ceridian are tied for second place. Ultimate Software, Workday and Oracle also are rated Hot. Manageability assesses whether products meet business and IT needs for installation, deployment and administration. Here Ceridian ranks highest, with ADP and SAP following closely, though all vendors are rated Hot in this category. For Adaptability, there is value in providing an integrated approach to payroll and other human capital management products, but it also is useful for products to integrate well with third-party products for customers that prefer to use them. ADP, Oracle and SAP provide more established integration frameworks, which is reflected in our ratings. Workday provides integration tools but requires customers to use its HR management product as a condition of purchasing payroll. Oracle ranks first in Adaptability, followed by Workday and ADP. Our Value Index also provides for customer assurance in two categories. Validation assesses the vendor’s commitment to the market segment and its products along with the breadth of its communication of relevant information. Here Ceridian, Ultimate Software and SAP rank highest though all are rated Hot. The TCO/ROI category applies evaluation criteria designed to assess the value the vendor delivers with its products. Here SAP and Workday lead the field, and Ceridian, ADP and Ultimate Software follow closely. Organizations can use the Value Index realize other benefits from upgrading their software and match important priorities. For example, half of organization in our research that made such investments have gained efficiency and accuracy in the payroll management process, two-fifths are better able to comply with regulations, and three in 10 have better analytics and visibility into payroll metrics. Among considerations for establishing a business case for payroll management software, the most-often cited, audit and regulatory compliance (very important to 52%), addresses payroll effectiveness while the item ranked fifth is reducing the time for payroll tasks (very important to 33%). The research finds a variety of reasons organizations change their payroll management vendor, from operating faster (cited by 59%) to reducing resources (41%) required to operate the processes. Our benchmark research and Value Index analysis are carefully crafted tools that can help any organization assess and improve payroll management. Please download the executive summaries of each as you begin to frame the challenge and opportunity for yours and reach out to us if you want to use the complete research for a methodical assessment of your organization and vendors. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_payroll_vi_2015.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Kronos Supercharges Workforce Analytics with New Technology", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2012/05/11/kronos-supercharges-workforce-analytics-with-new-technology", "datePublished": "11/05/2012", "dateModified": "11/05/2012", "articleBody": "Adoption of workforce analytics is increasing as organizations seek to recruit and retain employees more effectively and ensure that their people deliver the productivity they expect. According to our benchmark research on the topic, 89 percent of organizations want to make it simpler to provide workforce analytics, which is not surprising as our analysis shows that only 12 percent of organizations have reached the highest level of maturity here. Maximizing cost-effectiveness and productivity is the goal of workforce analytics, and Kronos is focused on that. Kronos also provides workforce management applications, which I recently assessed. Now the company has released a new version of its workforce analytics software. In Kronos Workforce Analytics version 6.3 the technology is complete refreshed with the embedding of MicroStrategy, which is well-known for its robustness in business intelligence and analytics. (We recently assessed it also.) Kronos is smart to transition away from its previous Microsoft technology base, as Microsoft has not kept pace with innovations in business intelligence as well as MicroStrategy has. Kronos puts together analytics to help organizations measure and monitor employee activities such as time and attendance, absence, labor and related areas. The application provides a range of ad-hoc reporting and analysis and published dashboards. Users can perform data discovery by drilling down on charts, tables and reports, which are the most common components for presentation of labor-related analytics. I had a chance to review the new release and found it easy to use the analytics to ascertain issues and opportunities to improve use of labor across the workforce. Kronos has improved integration of data for workforce analytics, which will help analysts spend less of their analytic process time on data-related tasks and more time on analysis; this is significant as our research shows that they spend two-thirds of the time preparing data. An easily accessible library of metrics and analytics reduces cumbersome setup for organizations that do not opt for prebuilt analytics. Kronos has extended its core offering to industry-specific workforce analytics applications for healthcare, manufacturing and retail. These applications include prebuilt analytics that, for example, can help retailers quickly compare store labor to sales volume, or manufacturers check labor’s cost contribution to margin. To get organizations up and running quickly with the technology, Kronos provides a range of education and implementation services. Kronos’s advancements are welcome, considering that almost half of organizations are not satisfied with their current workforce analytic processes, which should not be surprising as about two-thirds use spreadsheets. This new release should appeal to organizations that are concerned about labor-specific analytics. Having workforce analytics in a secure, centralized place helps ensure that everyone is working from a consistent set of metrics. Our research shows that only 30 percent of organizations are satisfied with their existing analytics technology. As well as encouraging its existing customers to upgrade, Kronos also adds value for its suite of workforce management applications. I hope to see more support for mobile technologies such as smartphones and tablets in future versions, especially considering they are already supported by MicroStrategy. Workforce analytics is becoming a requirement for every organization that wants to maximize its investment in the workforce. If you have not seen a demonstration of Kronos’s latest release, now is the right time to do so. 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Mark Smith's Analyst Perspectives | HRMS