Matthew Brown's Analyst Perspectives

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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/analytics-and-data/data-operations" class="minimal-mobile-menu-link"><span>Data 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/analytics-and-data/data-platforms" class="minimal-mobile-menu-link"><span>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/analytics-and-data/streaming-and-events" class="minimal-mobile-menu-link"><span>Streaming & Events</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/artificial-intelligence" 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href="https://www.isg-research.net/focus/artificial-intelligence/mlops" class="minimal-mobile-menu-link"><span>Machine Learning 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/artificial-intelligence/model-building-and-llm" class="minimal-mobile-menu-link"><span>Model Building & Large Language Models</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/artificial-intelligence/natural-language-processing" class="minimal-mobile-menu-link"><span>Natural Language Processing</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/customerexperience" class="minimal-mobile-menu-link"><span>Customer Experience</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/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent 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/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 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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 hs-skip-lang-url-rewrite"> <span><a href="https://marksmith.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Mark Smith</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://mattaslett.isg-research.net" class="minimal-mobile-menu-link"><span>Matt Aslett</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://matthewbrown.isg-research.net" class="minimal-mobile-menu-link minimal-active-item" 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Unfortunately, this often leads us down unproductive paths in the attempt to be part of the conversation. Often, executives and senior leaders will express a requirement to include the latest buzzwords in any software RFPs as a minimum for participation. HR teams find themselves in a position of compliance but...</span></p> </div> <a href="https://matthewbrown.isg-research.net/beyond-buzzwords-how-hr-tech-can-drive-deib-success"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/learning-management">Learning Management</a>, <a href="https://matthewbrown.isg-research.net/tag/talent-management">Talent Management</a>, <a href="https://matthewbrown.isg-research.net/tag/workforce-management">Workforce Management</a>, <a href="https://matthewbrown.isg-research.net/tag/payroll-management">Payroll Management</a>, <a href="https://matthewbrown.isg-research.net/tag/total-compensation-management">Total Compensation Management</a>, <a href="https://matthewbrown.isg-research.net/tag/employee-experience">employee experience</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://matthewbrown.isg-research.net/embracing-the-skills-economy-a-talent-management-revolution">Embracing the Skills Economy: A Talent Management Revolution</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">19 September 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png?width=200&name=Human%20Capital%20Management%20-%20Matthew%20Brown.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png?width=100&name=Human%20Capital%20Management%20-%20Matthew%20Brown.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png?width=200&name=Human%20Capital%20Management%20-%20Matthew%20Brown.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png?width=300&name=Human%20Capital%20Management%20-%20Matthew%20Brown.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png?width=400&name=Human%20Capital%20Management%20-%20Matthew%20Brown.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png?width=500&name=Human%20Capital%20Management%20-%20Matthew%20Brown.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png?width=600&name=Human%20Capital%20Management%20-%20Matthew%20Brown.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The topic of skills is not new to the world of talent management or development, making many appearances in the talent conversation over the years. Recently, it has been a permanent fixture in the discussion, focusing on the total integration of skills across all aspects of the employee experience. The term “skills economy” describes the evolution of how value is assigned in the workplace and employment, emphasizing the importance of individual skills over traditional job credentials.</p> </div> <a href="https://matthewbrown.isg-research.net/embracing-the-skills-economy-a-talent-management-revolution"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/learning-management">Learning Management</a>, <a href="https://matthewbrown.isg-research.net/tag/talent-management">Talent Management</a>, <a href="https://matthewbrown.isg-research.net/tag/workforce-management">Workforce Management</a>, <a href="https://matthewbrown.isg-research.net/tag/payroll-management">Payroll Management</a>, <a href="https://matthewbrown.isg-research.net/tag/total-compensation-management">Total Compensation Management</a>, <a href="https://matthewbrown.isg-research.net/tag/employee-experience">employee experience</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://matthewbrown.isg-research.net/compensation-renaissance-the-role-of-technology-in-revamping-rewards">Compensation Renaissance: The Role of Technology in Revamping Rewards</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">13 August 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png?width=200&name=Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png?width=100&name=Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png?width=200&name=Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png?width=300&name=Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png?width=400&name=Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png?width=500&name=Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png?width=600&name=Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Compensation practices are currently experiencing a substantial transformation, driven by evolving workforce expectations and rapid technological innovation. This shift is fundamentally reshaping how organizations approach rewards and recognition for workers. Technologies like data analytics enable more precise and personalized compensation management strategies while also fostering greater transparency and equity in how performance is measured and rewarded. These changes reflect a broader...</p> </div> <a href="https://matthewbrown.isg-research.net/compensation-renaissance-the-role-of-technology-in-revamping-rewards"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/total-compensation-management">Total Compensation Management</a>, <a href="https://matthewbrown.isg-research.net/tag/employee-experience">employee experience</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://matthewbrown.isg-research.net/the-buyers-guides-for-learning-management-systems-classifies-and-rates-software-providers">The Buyers Guides for Learning Management Systems Classifies and Rates Software Providers</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">25 July 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png?width=200&name=The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png?width=100&name=The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png?width=200&name=The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png?width=300&name=The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png?width=400&name=The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png?width=500&name=The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png?width=600&name=The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The <a href="https://www.ventanaresearch.com/buyers_guide/human_capital_management/learning_management_systems">Learning Management Systems: Ventana Research Buyers Guide</a> is the distillation of a year of market and product research by Ventana Research.</p> </div> <a href="https://matthewbrown.isg-research.net/the-buyers-guides-for-learning-management-systems-classifies-and-rates-software-providers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/learning-management">Learning 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://matthewbrown.isg-research.net/the-path-to-equitable-compensation">The Path to Equitable Compensation</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">16 May 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Path_to_Equitable_Compensation.png?width=200&name=The_Path_to_Equitable_Compensation.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Path_to_Equitable_Compensation.png?width=100&name=The_Path_to_Equitable_Compensation.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Path_to_Equitable_Compensation.png?width=200&name=The_Path_to_Equitable_Compensation.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Path_to_Equitable_Compensation.png?width=300&name=The_Path_to_Equitable_Compensation.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Path_to_Equitable_Compensation.png?width=400&name=The_Path_to_Equitable_Compensation.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Path_to_Equitable_Compensation.png?width=500&name=The_Path_to_Equitable_Compensation.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Path_to_Equitable_Compensation.png?width=600&name=The_Path_to_Equitable_Compensation.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Today’s workforce places a high expectation on an enterprise’s commitment to fostering a fair and inclusive workplace. Numerous advances have been made in technology and employment regulations in the past few years, elevating the need and urgency for equitable and transparent operations relative to employee compensation. Technology plays a critical role in unlocking an enterprise’s ability to modernize its compensation practices and enact a system of processes designed to ensure a fair and...</p> </div> <a href="https://matthewbrown.isg-research.net/the-path-to-equitable-compensation"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/total-compensation-management">Total Compensation Management</a>, <a href="https://matthewbrown.isg-research.net/tag/employee-experience">employee experience</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://matthewbrown.isg-research.net/ai-and-learning-a-tech-evolution">AI and Learning: A Tech Evolution</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">01 May 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/AI_and_Learning_A_Tech_Evolution.png?width=200&name=AI_and_Learning_A_Tech_Evolution.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/AI_and_Learning_A_Tech_Evolution.png?width=100&name=AI_and_Learning_A_Tech_Evolution.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/AI_and_Learning_A_Tech_Evolution.png?width=200&name=AI_and_Learning_A_Tech_Evolution.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/AI_and_Learning_A_Tech_Evolution.png?width=300&name=AI_and_Learning_A_Tech_Evolution.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/AI_and_Learning_A_Tech_Evolution.png?width=400&name=AI_and_Learning_A_Tech_Evolution.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/AI_and_Learning_A_Tech_Evolution.png?width=500&name=AI_and_Learning_A_Tech_Evolution.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/AI_and_Learning_A_Tech_Evolution.png?width=600&name=AI_and_Learning_A_Tech_Evolution.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">It has been a predominant buzzword for several years across all areas of human resources (HR), but artificial intelligence (AI) and learning and development (L&D) are finally beginning to integrate at scale, and it is one of the most transformative evolutions for the function of learning and development in the last 15 years. For a few years, we have been learning more about how AI will impact our daily personal lives, and more recently we have seen widespread evidence of how AI will impact our...</span></p> </div> <a href="https://matthewbrown.isg-research.net/ai-and-learning-a-tech-evolution"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/learning-management">Learning Management</a>, <a href="https://matthewbrown.isg-research.net/tag/employee-experience">employee experience</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://matthewbrown.isg-research.net/designing-a-smart-and-sustainable-hr-tech-stack">Designing a Smart and Sustainable HR Tech Stack</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">25 April 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png?width=200&name=Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png?width=100&name=Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png?width=200&name=Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png?width=300&name=Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png?width=400&name=Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png?width=500&name=Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png?width=600&name=Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The importance of human resources technology in the workplace is growing at a phenomenal pace. While many HR applications like payroll, benefits management and human resource information systems have been perceived as critical, the new sense of criticality is more extensive than ever. HR technology is necessary to power the function of HR, but it also needs to serve as the leading example of how to engage, embrace and include all workers in the workplace experience and community. HR...</p> </div> <a href="https://matthewbrown.isg-research.net/designing-a-smart-and-sustainable-hr-tech-stack"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/learning-management">Learning Management</a>, <a href="https://matthewbrown.isg-research.net/tag/talent-management">Talent Management</a>, <a href="https://matthewbrown.isg-research.net/tag/workforce-management">Workforce Management</a>, <a href="https://matthewbrown.isg-research.net/tag/payroll-management">Payroll Management</a>, <a href="https://matthewbrown.isg-research.net/tag/total-compensation-management">Total Compensation Management</a>, <a href="https://matthewbrown.isg-research.net/tag/employee-experience">employee experience</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://matthewbrown.isg-research.net/the-buyers-guides-for-workforce-management-classifies-and-rates-software-providers">The Buyers Guides for Workforce Management Classifies and Rates Software Providers</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">23 April 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png?width=100&name=The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png?width=300&name=The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png?width=400&name=The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png?width=500&name=The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png?width=600&name=The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The </span><a href="https://www.ventanaresearch.com/buyers_guide/human_capital_management/workforce_management_suites_2024"><span data-contrast="none">Ventana Research Workforce Management Suites Buyers Guide</span></a><span data-contrast="auto"> is the distillation of a year of market and product research by Ventana Research. </span></p> </div> <a href="https://matthewbrown.isg-research.net/the-buyers-guides-for-workforce-management-classifies-and-rates-software-providers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/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://matthewbrown.isg-research.net/technology-maximizes-investment-in-learning-experiences">Technology Maximizes Investment in Learning Experiences</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">21 March 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png?width=200&name=Technology_Maximizes_Investment_in_Learning_Experiences.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png?width=100&name=Technology_Maximizes_Investment_in_Learning_Experiences.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png?width=200&name=Technology_Maximizes_Investment_in_Learning_Experiences.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png?width=300&name=Technology_Maximizes_Investment_in_Learning_Experiences.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png?width=400&name=Technology_Maximizes_Investment_in_Learning_Experiences.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png?width=500&name=Technology_Maximizes_Investment_in_Learning_Experiences.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png?width=600&name=Technology_Maximizes_Investment_in_Learning_Experiences.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">The workforce of today has been very clear with their needs, wants and expectations. They </span><span data-contrast="auto">need</span><span data-contrast="auto"> to feel seen, valued, heard, included and empowered. They </span><span data-contrast="auto">want</span><span data-contrast="auto"> to work in an organization that feels like a community and aligns with their personal value systems. Importantly, they </span><span data-contrast="auto">expect</span><span data-contrast="auto"> access to technology and to be developed and supported as they navigate their careers.</span></p> </div> <a href="https://matthewbrown.isg-research.net/technology-maximizes-investment-in-learning-experiences"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/learning-management">Learning 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://matthewbrown.isg-research.net/maximizing-technology-to-engage-generations-in-the-workplace">Maximizing Technology to Engage Generations in the Workplace</a></h2> <div class="author-meta"> Posted by <a href="https://matthewbrown.isg-research.net/author/matthew-brown"> Matthew Brown </a> on <span class="post-date">19 March 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://matthewbrown.isg-research.net/hs-fs/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png?width=200&name=Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png" width="200" !important: srcset="https://matthewbrown.isg-research.net/hs-fs/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png?width=100&name=Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png?width=200&name=Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png?width=300&name=Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png 300w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png?width=400&name=Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png 400w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png?width=500&name=Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png 500w, https://matthewbrown.isg-research.net/hs-fs/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png?width=600&name=Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">By the year 2025, the U.S. Department of Labor estimates that the generational makeup of our workforce will be:</span></p> </div> <a href="https://matthewbrown.isg-research.net/maximizing-technology-to-engage-generations-in-the-workplace"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://matthewbrown.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://matthewbrown.isg-research.net/tag/employee-experience">employee experience</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://matthewbrown.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://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://matthewbrown.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://matthewbrown.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://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://matthewbrown.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://matthewbrown.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://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://matthewbrown.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://matthewbrown.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://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://matthewbrown.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://matthewbrown.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://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://matthewbrown.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://matthewbrown.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://matthewbrown.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://matthewbrown.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://matthewbrown.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://matthewbrown.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://matthewbrown.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://matthewbrown.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://matthewbrown.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://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, 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https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://matthewbrown.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://matthewbrown.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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src="https://matthewbrown.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'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://matthewbrown.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": "Beyond Buzzwords: How HR Tech Can Drive DEIB Success", "mainEntityOfPage": "https://matthewbrown.isg-research.net/beyond-buzzwords-how-hr-tech-can-drive-deib-success", "datePublished": "06/11/2024", "dateModified": "06/11/2024", "articleBody": "For many years, HR teams encountered an endless stream of buzzwords often intended to garner excitement about new technological developments or further evolution of the HR profession. Unfortunately, this often leads us down unproductive paths in the attempt to be part of the conversation. Often, executives and senior leaders will express a requirement to include the latest buzzwords in any software RFPs as a minimum for participation. HR teams find themselves in a position of compliance but struggle to be fully informed and educated on the what, why and how associated with the trendy topics. Organizations are usually conflicted—wanting to remain highly relevant in technology adoption to attract next-gen talent but lacking detailed understanding and commitment to challenging misaligned business processes that can lead to successful deployment and application of said technology. While it is crucial to stay informed, HR leaders must prioritize meaningful outcomes like diversity, equity, inclusion and belonging over trend-chasing. Buzzwords like “AI,” “machine learning” and “automation” can often dominate discussions without a deep understanding of what these technologies entail and what challenges they address. This encourages HR (and other) leaders to demand features or tools that are not fully understood, resulting in investments that do not align with enterprise needs or goals. HR teams can feel pressured by software providers and market trends to adopt the latest technologies—especially when there is a tendency for software providers to overemphasize buzzwords to ensure a perception of viability when it comes time for RFP activities to commence. Unfortunately, the marketing chatter often falls short, promising transformative results without clearly articulating how the technology aligns with business strategies or processes. Buzzword-centric thinking can create challenges for businesses. It can minimize the importance and value of programs like DEIB, reducing them to a checkbox on the list of compliance requirements. When technology is selected based on the “shiny” features rather than its true effectiveness in alignment with business strategy and goals, it can lead to performative DEIB efforts that lack meaningful and lasting impact. In addition, chasing the buzzwords can lead to a gross misutilization of resources that can quickly translate to a loss of credibility for HR. Instead, teams should focus on what matters most for the business and workers and seek to understand where technology innovations can lend a helping hand to enable an elevated experience. Throughout my career, I have experienced this challenge from multiple vantage points—buyer/owner of the technology, leader of the function(s), consumer of the experience, seller/provider of the technology, and now through the lens of an analyst of software to support the needs of HR. Time and time again, enterprises create the same unnecessary obstacles for the workforce by chasing buzzwords without a solid plan of action. I’ve heard countless tales from HR professionals about forced RFP requirements tied to the latest buzzwords with no clear understanding of how the “it thing” will impact the teams managing the software, the workers interacting with the software or the broader linkage that connects back to the strategic operating objectives. Enterprises have long treated DEIB as a single initiative or compliance exercise, but it is deeply nuanced and should vary by company culture, industry, geography and other worker demographics. What works in one environment may not necessarily work in another. Therefore, it is critical to tailor DEIB strategies to fit the unique needs of your workforce rather than adopting generic, buzzword-driven approaches. There is a tendency to prioritize appearances over impact—especially when pressured to present an image of inclusivity. This often leads to a surface-level adoption of DEIB initiatives with lackluster executive sponsorship, such as launching unconscious bias training or creating a diversity committee without first embedding these into the fabric of the workplace culture or goals. Technology can exacerbate this problem when selected based on flashy features that check the box for the latest buzzwords rather than aligning business processes and overall needs with functionality. For many organizations, DEIB efforts are reactive, driven by external pressures. This reactive approach, combined with buzzword-driven tech investments, limits the effectiveness of DEIB initiatives. HR leaders need to reframe DEIB as a proactive, long-term strategy tied to business goals and not just the latest market trend. Effective DEIB programs are not just about compliance. They are critical for attracting and retaining top talent and fostering an environment rich with innovation, creativity and engagement. HR tech solutions that support DEIB can help measure and improve the quality of hiring efforts, enable sustainable, equitable pay practices and encourage a sense of belonging in the workplace. Beyond talent management, DEIB efforts tied to core business goals lead to tangible improvements in financial performance. By 2026, the majority of enterprises evaluating compensation management software will list automated pay equity modeling and anomaly detection as required system functionality. Tech solutions that simply check the “diversity” box, however, do not contribute to this bottom-line benefit. Technology needs to enhance positive business outcomes. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Beyond_Buzzwords_How_HR_Tech_Can_Drive_DEIB_Success.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "Embracing the Skills Economy: A Talent Management Revolution", "mainEntityOfPage": "https://matthewbrown.isg-research.net/embracing-the-skills-economy-a-talent-management-revolution", "datePublished": "19/09/2024", "dateModified": "19/09/2024", "articleBody": "The topic of skills is not new to the world of talent management or development, making many appearances in the talent conversation over the years. Recently, it has been a permanent fixture in the discussion, focusing on the total integration of skills across all aspects of the employee experience. The term “skills economy” describes the evolution of how value is assigned in the workplace and employment, emphasizing the importance of individual skills over traditional job credentials. The traditional workforce model yields many benefits. In recent years, it has gained opposition, and evolving business environments have exposed many opportunities for enterprises to address workforce challenges. The greatest challenge is inflexible organizations, unable to manage, adapt, mobilize and redeploy talent at the speed of change. By embracing the skills economy, enterprises revolutionize talent management, foster employee growth and engagement and enable long-term success. The skills-based economy is fundamentally different from traditional job-based workplaces. In a job-based environment, all employee-centric activities and strategies support the construct of a job. The talent acquisition focus seeks to find workers who have performed the exact job at other organizations (known as years of experience in the job description). This narrows the consideration pool when culling through thousands of applications for a single job posting. There is an inherent flaw in this strategy that can be addressed by a skills-based process: Job-based hiring assumes that holding a specific position for a few years qualifies you as an expert. What happens when you hire that person, but your organization’s needs change relative to that job? Often, this is where we get into job elimination or organizational restructuring (excluding adequate workforce planning strategy as a factor). In a skills-based environment, hiring for skills ensures maximum talent agility as organizational needs change over time. There are numerous benefits for enterprises and workers, including increased agility and adaptability. It creates a faster path to enhanced employee engagement and overall satisfaction, and the impact on talent acquisition and retention is remarkable. A skills-centered workforce and operational strategies bring notable potential for higher productivity and innovation. Due to these benefits, we assert that by 2028, demonstrable, transferrable skills will overtake prior job titles and education as leading qualifiers in the hiring and promotion processes for one-half of enterprises. At the heart of the talent conversation is the role of technology in unlocking a new level of personalization for current and potential employees. Technology serves as an enabler for the adoption of skills-based practices and even aids in the assessment of current process opportunities. As business processes evolve, technology becomes the conduit through which the process is managed, monitored, assessed and carried out. From recruitment and onboarding to learning and development, talent management, compensation and benefits, technology provides tremendous support for teams to perform continuous data collection and analysis to deliver the most personalized experiences for workers. Technology is critical to enacting skills identification and assessment practices. Organizations—specifically HR teams—benefit from artificial intelligence and machine learning to assist with skills identification and mapping. Additionally, there is a benefit from using software to support data collection, analysis and interpretation, identifying skill gaps and predicting future gaps based on historical trends. Hyperpersonalizing ongoing skills development and management practices at scale relies on a specialized platform. Powered by responsible AI and machine learning, the software enables a more comprehensive and inclusive approach to delivering personalized learning paths and development plans for workers. Imagine a world in which learning and development teams are not forced to make an either/or choice about where they place their focus and instead provide more equitable coverage across the entire workforce. Additionally, technological benefits expand the ability for skill certification and validations to occur asynchronously. Integrating skills data into HR systems requires data to be consistently available across all dimensions of the HR technology ecosystem. AI provides tremendous value in assisting talent matching, talent mobility and talent maximization. Human intervention is still required to validate and further refine proposals in alignment with changing business conditions and needs. It should be noted that embracing the skills economy is not a technology-only journey. Technology enables the integration of business processes into the business. Substantial process changes are required to maximize the technology. Many organizations will need a partial or total HR transformation to realize the impact of technology on the overall employee experience. We assert that, by 2027, one-third of enterprises will expect their HCM platform to provide career and skill-growth opportunities to system-matched employees to maximize opportunity and potential. There are several steps an organization can take to move to a skills-based environment, and these steps can be incremental. A good first step is to consider the technology necessary to support the centralization of all skills data and design a comprehensive, future-state technology ecosystem. An organization does not have to acquire or integrate all of the technology from the future-state design, but it is immensely helpful to have the bigger picture in mind when making near-term decisions. Enacting a centralized skills repository enables consistency across all touchpoints of the employee experience, resulting in greater sophistication and value when analyzing the data. It is necessary to understand all areas of the business and employee experience where a skill touchpoint exists to ensure thoughtful design of process and technology strategies and avoid recurring overhauls. Additional technology can be introduced to a centralized skills repository for skill assessment, personalized learning recommendations and ongoing skill development. Digital coaches can provide much-needed just-in-time assistance or reinforcement, enabling value for the worker and the enterprise. By 2027, compensation market pricing processes deployed in one-half of enterprises will include benchmarking skills, not just jobs. Referencing the same skill object across recruiting, learning, performance and compensation enables a cohesive dataset that does not require data normalization or standardization. Additionally, the centralized skill data can serve as a foundation for powering a skills-based talent marketplace, matching workers and work opportunities on needed skills. Organizations that subscribe to a skills-based environment realize a tremendous impact on business outcomes. There is an increase in employee engagement and retention resulting from a more coordinated, targeted and personalized approach. This is further magnified by the alignment of employee goals with organization objectives, ensuring everyone is “rowing in one boat in the same direction.” Increased engagement and retention are underpinned by vastly improved opportunities for growth and development. When a skills-centered strategy is afoot, even the flattest of organizations offer unprecedented levels of opportunity for growth and development for all. When workers are more engaged and goals align with business objectives, it naturally improves the ability of the organization to flex, adapt and even thrive in times of profound change or disruption. Focusing on the skills rather than the jobs ensures a faster, coordinated and aligned response to market changes and customer needs. It creates an environment rich with innovation and unparalleled problem-solving capabilities. All these things come together for lower turnover and recruitment costs, creating a tenured, high-performing workforce. When we arrive here, we reduce the time and resources spent on hiring because the focus moves to ongoing development and redeployment. Enterprises stand to benefit significantly by embracing the skills economy. The journey to get there can be intimidating and overwhelming, but I challenge you to continue taking steps forward. No matter where you are on your journey, all organizations can benefit from reviewing strategies using three simple steps, including: Documenting the high-level skills strategy for your organization, focusing on the touchpoints of skills with all aspects of the worker life cycle. It is not imperative to have all the answers but to capture all the intentions. In this step, focus on the what and not the how. Reviewing the skills strategy and highlight where technology is engaged and what type of technology is needed. In this step, the focus is not to map to specific technologies but rather to capture the ways in which the first step can be enabled. Noting where technology exists to support the desired experiences and where there are gaps. This provides a longer-term view of your potential technology roadmap while also serving as a catalyst for discussions to understand what changes, if any, are needed to configure your current tools to begin implementing your strategies. HR transformation relies on technology, ensuring the right tools and processes are available. Taking even one small step forward to enact a skills-centered culture and strategy can build momentum and unexpected excitement. It will not be easy, but it will be worth it. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Human%20Capital%20Management%20-%20Matthew%20Brown.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "Compensation Renaissance: The Role of Technology in Revamping Rewards", "mainEntityOfPage": "https://matthewbrown.isg-research.net/compensation-renaissance-the-role-of-technology-in-revamping-rewards", "datePublished": "13/08/2024", "dateModified": "13/08/2024", "articleBody": "Compensation practices are currently experiencing a substantial transformation, driven by evolving workforce expectations and rapid technological innovation. This shift is fundamentally reshaping how organizations approach rewards and recognition for workers. Technologies like data analytics enable more precise and personalized compensation management strategies while also fostering greater transparency and equity in how performance is measured and rewarded. These changes reflect a broader effort to adapt compensation practices to meet the dynamic needs of today's workforce and maximize technology to optimize every aspect of rewards systems. Traditional compensation models were often limited to base salary, bonuses and benefits such as health insurance and retirement plans. They relied on fixed pay structures with minimal attributes, which did not make it easy to incorporate performance-based pay strategies. These models lacked flexibility, creating an extended period of misalignment between structures and real-time market dynamics. The role of technology was limited to payroll processing and recordkeeping, resulting in a lack of access to real-time data and personalization. These models were a great starting point, but from an employee perspective, they existed far past what should have been the point of expiration. In the first significant innovation cycle to impact organizational thinking about compensation, we welcomed the introduction of human resources information systems and compensation management software. This evolution created a clear path for process improvements, constructed with technology-driven compensation solutions in mind. Compensation planning and management was able to integrate—in technology and process—with other business systems and programs, enabling a more comprehensive approach to reignite employee enthusiasm, yielding a higher quality talent pipeline and better worker engagement and retention. Later, we experienced the integration of cloud-based platforms for real-time market and employee data accessibility and analysis. The data accessibility resulted in a sharp increase in employee satisfaction regarding compensation. While not perfect, the added technology-based capabilities enabled access to critical information that allowed flexibility and consistency when designing and managing compensation programs. The market analysis and adjustment periods were reduced significantly, resulting in many organizations being able to perform semi-annual (and even quarterly) compensation reviews to better meet worker demands. Over the past couple of years, employers and software providers have been gearing up for the next big innovation cycle for compensation and rewards. In that time, workers have become clearer and more vocal about their expectations regarding their employee experience. While compensation is a key factor in an employee’s decision to take a job or remain at an organization, it has dropped in the rankings from the top of the list to the middle of the list. There is a growing expectation for more transparency and communication regarding compensation practices, combined with a more complex workforce dynamic and technology toolkit. At the same time, how employees define compensation has expanded to include a more holistic view of compensation, rewards, recognition and well-being. Yet the available compensation technology supports fixed and semi-flexible compensation models, which do not make it easy for organizations to evolve compensation practices to the next level. By 2028, one-quarter of enterprises using compensation software will incentivize employees to take more of their compensation in variable pay through the platform’s compensation equivalency tools. The competition for talent has never been more complex and organizations must rise to meet the challenge. We are entering the next major innovation cycle for compensation technologies, strategies and programs, and I could not be more excited. The definition and scope of compensation programs is expected to remain stable, embracing this expanded nature. The workforce of tomorrow will continue to build upon the momentum of recent years, leading to a world where skills-based compensation is a reality with even more exciting opportunities to come. The technology alone will not deliver a plug-and-play experience that revolutionizes compensation strategies and programs, but it will play a substantial role in enablement and sustainment. Through the continued innovation in HR technology, HR leaders have found a much easier path to becoming a data-driven business partner supporting integrated business planning discussions and decisions. The increased adoption of data analytics across the whole of HR enables them to identify trends and patterns more effectively in all aspects, but most notably regarding compensation. Technological advances have made it increasingly easier to collect, aggregate and analyze compensation data without adding headcount to support the effort. There are many ways in which these advances impact the practices of compensation planning and management, including: Creating a new level of support for personalization and flexibility in compensation strategies, planning and management. Enabling integration between performance management activities, learning and development and other incentive programs, resulting in more expansive compensation programs. Enhancing transparency and communication about compensation matters, expanding compensation self-service for managers and workers. Mitigating bias and ensuring equity by enabling organizations to feel confident and supported by artificial intelligence and other innovations for ongoing analysis. In the journey ahead, continued technological innovations will create new pathways to modernize compensation practices. As HR systems continue to evolve, the topic of skills will permeate all aspects of the function, including compensation. Skills-based people development strategies and skills-based hiring are becoming more commonly adopted. Skills-based compensation is a reality of our not-too-distant future, enabled by the continued evolution of technology to support the end-to-end worker life cycle. Continued advances in AI and machine learning will enable new levels of automation and optimization for compensation processes. AI-driven predictive analytics will deliver more accurate forecasting of compensation trends and empower businesses to enact as-needed adjustments. Incorporating natural language processing technologies will further enhance an organization’s ability to democratize engagement with compensation processes across the enterprise and augment interactions between workers and members of the compensation and total rewards teams. Through 2026, the software category for total compensation management will require re-imagining to support GenAI for the entire workforce. As we navigate the compensation renaissance, it becomes clear that technology is not just an enabler but a game-changer in revamping rewards. By leveraging advanced analytics, AI-driven insights and real-time data, organizations create more equitable, performance-oriented and personalized compensation strategies. These tech-driven approaches enhance worker satisfaction and retention and align more closely with organizational goals. HR leaders stand at a critical crossroads; now is the time to embrace these innovations and lead their organizations into a future where compensation is dynamic, fair and motivating. Let us seize this moment to transform our compensation models and pave the way for a more prosperous and engaged workforce. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Compensation_Renaissance_The_Role_of_Technology_in_Revamping_Rewards.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "The Buyers Guides for Learning Management Systems Classifies and Rates Software Providers", "mainEntityOfPage": "https://matthewbrown.isg-research.net/the-buyers-guides-for-learning-management-systems-classifies-and-rates-software-providers", "datePublished": "25/07/2024", "dateModified": "25/07/2024", "articleBody": "I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The Learning Management Systems: Ventana Research Buyers Guide is the distillation of a year of market and product research by Ventana Research. Over the last several years, the learning technology industry has experienced a remarkable evolution, gaining speed because of employer expectations, worker demands and an elevated focus being placed on ongoing development. As organizations recognize the critical role of continuous learning in driving productivity and employee engagement, the market has responded with a diverse array of solutions. To fully support the demands of employee, customer and partner learning and development needs, multiple solutions are often needed. The software available to businesses to support learning and development strategies have multiplied exponentially. From Learning Management Systems (LMS) to Learning Experience Platforms (LXP), from learning Content Providers (LCP) and Extended Enterprise (EXE) learning technology, the options are numerous and can be overwhelming. Ventana Research defines Learning Management Systems (LMS) as a category of software designed to facilitate the administration, documentation, tracking and delivery of employee development content or training programs. The LMS serves as a centralized platform where organizations can manage various aspects of their learning initiatives, including course creation, enrollment, progress tracking and assessment. LMSs provide a structured and often prescriptive environment for learners to access learning materials, participate in activities and interact with instructors or peers. In addition, LMSs provide the structure and support necessary to manage compliance initiatives through robust assignment rules and certification/recertification management workflows. By leveraging technology, LMSs streamline the learning process, offering flexibility, scalability and accessibility for organizations seeking to enhance their training programs and optimize knowledge transfer. Learners today are no longer satisfied with static content or one-size-fits-all approaches. Learners today are no longer satisfied with static content or one-size-fits-all approaches. They seek personalized experiences similar to their interactions with technology in their personal life like those with streaming services or social media platforms. Whether it is Gen Z digital natives or digital immigrants made up of prior generations, learners want flexibility, relevance and engaging content. The traditional LMS no longer suffices as a singular learning software component. Learners desire a more intuitive and dynamic learning environment designed to create personalized experiences at scale. Learning paths must adapt to individual preferences, allowing learners to explore topics of interest. The LMS is a critical resource for any organization concerned with productivity, organizational agility and operational excellence. These technologies enable organizations to demonstrate an investment in people, as the LMS not only facilitates regulatory and legal compliance and other forms of cost and risk avoidance but also improves internal mobility, career growth and the employee experience, leading to improved productivity, engagement and retention. As learner expectations and demands change, so must the supporting software. Imagine an LMS that knows your learning style—like a friendly guide who tailors the journey just for you. It recommends relevant courses, tracks progress and nudges you when it is time to level up. And when you are curious about a new skill, it opens a hidden door to a treasure trove of microlearning modules. Learners today want this magical blend of personalization and convenience. Organizations have shifted their perspective on learning. It is no longer seen as a cost center, but as a driver of business success. Organizations have shifted their perspective on learning. It is no longer seen as a cost center, but as a driver of business success. CEOs are now measuring the return on investment (ROI) in terms of employee engagement, productivity and retention. LXPs have gained prominence since they prioritize the learner experience, curating content and fostering social learning. These platforms are masters at making learners feel seen, creating personalized playlists for each learner. They recommend articles, videos and podcasts, ensuring that learning feels less like a chore and more like a delightful exploration. This category focuses on delivering personalized, learner-driven and immersive learning experiences to keep the workforce engaged and productive. This represents a major attitudinal shift in the enterprise learning domain, away from what the organization requires of the individual and toward a more mutually beneficial arrangement that reflects the interests of both the employer and the employee, as well as what each expects from the other. But it is not just about internal employees anymore. The extended enterprise learning market has experienced somewhat of a renaissance. Extended enterprise learning solutions act as bridges, connecting organizations more closely with their partners, customers and contractors. They allow customization for different audiences—channel partners learn about the latest widgets, franchisees master secret sauce recipes and contractors quickly align to new safety protocols. The path to value lies in consistent training across the entire ecosystem. The role of the learning and development teams has also evolved as the technology advances and more options are available. Due to the continued expansion of the learning content market, learning teams can deliver more high-quality content for ongoing employee development through the use of 3rd party content libraries. This shift enables teams to comply with the legacy approach of “do more with less” that often befalls the learning function. Numerous content providers and content aggregators have solidified their position as the extension of the learning teams, which makes it more possible for learning to find its new place as a strategic partner with the business, not just the training creation and delivery engine. AI is not just about efficiency; it is about creating engaging and enriching learning experiences. Artificial Intelligence (AI) has transformed the learning landscape even further. AI-powered LXPs recommend personalized content, adapt difficulty levels and provide instant answers through chatbots. Predictive analytics help identify high-potential learners and tailor interventions. AI is not just about efficiency; it is about creating engaging and enriching learning experiences. As organizations adapt to remote work, hybrid models and gig economy dynamics, AI remains a strategic ally. AI has changed the discussion around employee learning and development. It is not just about ticking boxes; it is about empowering individuals to thrive in an evolving world. As in years past, the LMS still provides easy access to a wide selection of job skill training programs, certifications, and compliance-related written content and assessment. Beyond compliance, many organizations have placed new emphasis on learning, based on a combination of business requirements and workers’ desired career paths, focusing on identifying and closing skills gaps required for career development in alignment with future business needs. Many organizations have abandoned traditional, classroom-style learning in favor of asynchronous, self-paced e-learning. In addition, organizations are increasingly emphasizing learning the way it is actually achieved within business enterprises—informally, socially and within the flow of work. To engage learners more effectively and ensure they retain new information, organizations are embedding social collaboration, knowledge sharing and gamification directly within the tools workers already access regularly, so that learning becomes a cultural norm rather than a separate destination. Technology providers have made significant advances in how organizations create, curate and deliver content, and Artificial Intelligence (AI) and Machine Learning (ML) capabilities have revolutionized how and where content is recommended to the learners consuming it. As a result, organizations can optimize learning outcomes, tie those outcomes to productivity and maximize ROI. We believe that over the next few years, as capabilities like AI-supported learning coaches, adaptive recommendation engines and embedded social collaboration tools become a requirement, vendors will invest in a variety of product capability advances. These include more user-friendly authoring tools so organizations can create new learning assets from existing ones, as well as adaptive learning. In this learning model, the platform gauges a learner’s mastery of the subject and adapts learning delivery to more efficiently help the learner achieve proficiency or a personal goal. Finally, we expect to see more simulations and other instruments that provide evidence of competency and understanding. Our continuous research and analysis of the market for business applications and technologies guide our comprehensive approach to this Value Index. For two decades, Ventana Research has conducted market research in learning management as well as HCM disciplines including candidate engagement, continuous payroll, the employee experience, total compensation management and workforce management. This Learning Management Systems Buyers Guide evaluates products based on capabilities across the following categories: Product Value, Personalization and Employee Experience, Skills, Authoring and Curation, Types of Learning Supported, Content Management, Social Collaboration, Industry Standards, HR Business Process and System Integration, Integration Methods, Integration with Enterprise Platforms/Tools, Mobile, Learning Platform Capabilities, User Roles and Personas, Learning Administrator Measurement, Learner-Related Capabilities, Manager-Related Capabilities and overall Investment in Capabilities. While many of the providers offer expanded features that are found in other aspects of learning technology (extended enterprise, learning experience platforms, learning content providers, etc.), it’s important to note that the providers were only evaluated against the capabilities that are specific to the LMS offering. Our rankings are reflective of how providers performed against our total criteria, which expand far beyond features and functionality. The LMS market is highly populated with hundreds of offerings, many of which offer similarly described features. The research is indicative of software provider performance against a fixed list of criteria and does not account for areas of specialization such as industry focus or additional capabilities that are not part of the LMS. Our rankings are reflective of how providers performed against our total criteria, which expand far beyond features and functionality. It’s imperative that buyers invest the time to develop specific requirements when searching for an LMS, and understand that there is no single “best” LMS on the market. Instead, there are many wonderful products available that align to a host of varying requirements. Always take care to ensure you’re clear on business requirements and seek to find the right solution for your specific organization. This research-based index evaluates the full business and information technology value of learning management software offerings. I encourage you to learn more about our Buyers Guide and its effectiveness as a provider selection and RFI/RFP tool. We urge organizations to do a thorough job of evaluating learning management offerings in this Buyers Guide as both the results of our in-depth analysis of these software providers and as an evaluation methodology. The Buyers Guide can be used to evaluate existing suppliers, plus provides evaluation criteria for new projects. Using it can shorten the cycle time for an RFP and the definition of an RFI. This research evaluates the following software providers that offer products that address key elements of learning management systems as we define it: 360Learning, Absorb, Adobe, Axonify, BizLibrary, Bridge, Cegid, Cornerstone OnDemand, Dayforce, D2L, Docebo, eloomi, isolved, Learning Pool, LearnUpon, Oracle, PeopleFluent, SAP, Schoox, Skillsoft, TalentLMS, Thrive and Workday. The Buyers Guide for Learning Management Systems in 2024 finds Oracle first on the list, followed by Schoox and Cornerstone OnDemand. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle Schoox LearnUpon The Leaders in Customer Experience are: Cornerstone OnDemand. Oracle SAP The Leaders across any of the seven categories are: Oracle, which has achieved this rating in seven of the seven categories. Schoox in four categories. Cornerstone OnDemand in three categories. SAP in two categories. Docebo, iSolved, Learning Pool and LearnUpon in one category. The Extended Enterprise Learning research evaluates the following software providers offering products that address key elements of extended enterprise learning as we define it: 360Learning, Cornerstone, D2L, LearnUpon, Oracle, SAP, Schoox, TalentLMS and Thought Industries. The Buyers Guide for Extended Enterprise Learning in 2024 finds Oracle first on the list, followed by Cornerstone OnDemand and Schoox. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle Cornerstone OnDemand. Thought Industries. The Leaders in Customer Experience are: Cornerstone OnDemand. Oracle SAP The Leaders across any of the seven categories are: Cornerstone OnDemand, which has achieved this rating in six of the seven categories. Oracle in five categories. SAP and Thought Industries in three categories. Learn Upon and Schoox in two categories. The Learning Content Solutions research evaluates the following software providers that offer products that address key elements of learning content solutions as we define it: BizLibrary, Cornerstone, Coursera, ELB Learning, LinkedIn Learning, OpenSesame, Pluralsight, Skillsoft and Udemy. The Buyers Guide for Learning Content Solutions in 2024 finds Udemy first on the list, followed by Cornerstone OnDemand and ELB Learning. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Udemy Cornerstone OnDemand. ELB Learning. The Leaders in Customer Experience are: Cornerstone OnDemand. Udemy LinkedIn Learning. The Leaders across any of the seven categories are: Udemy, which has achieved this rating in seven of the seven categories. Cornerstone OnDemand and LinkedIn Learning in three categories. ELB Learning and OpenSesame in two categories. Skillsoft, BizLibrary and Pluralsight in one category. The Learning Experience Platforms research evaluates the following software providers that offer products that address key elements of learning experience platforms as we define it: 360Learning, Absorb, EdCast by Cornerstone, CrossKnowledge, Degreed, Learning Pool and Oracle. The Buyers Guide for Learning Experience Platforms in 2024 finds Oracle first on the list, followed by EdCast by Cornerstone and Absorb. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle 360Learning EdCast by Cornerstone. The Leaders in Customer Experience are: EdCast by Cornerstone. Oracle Absorb The Leaders across any of the seven categories are: Oracle, which has achieved this rating in seven of the seven categories. Absorb and EdCast by Cornerstone in three categories. CrossKnowledge, Degreed and Learning Pool in one category. The overall performance chart provides a visual representation of how providers rate across product and customer experience. Software providers with products scoring higher in a weighted rating of the five product experience categories place farther to the right. The combination of ratings for the two customer experience categories determines their placement on the vertical axis. As a result, providers that place closer to the upper-right are “exemplary” and rated higher than those closer to the lower-left and identified as providers of “merit.” Software providers that excelled at customer experience over product experience have an “assurance” rating, and those excelling instead in product experience have an “innovative” rating. Note that close provider scores should not be taken to imply that the packages evaluated are functionally identical or equally well-suited for use by every enterprise or process. Although there is a high degree of commonality in how organizations handle learning management, there are many idiosyncrasies and differences that can make one provider’s offering a better fit than another. Our firm has made every effort to encompass in this Buyers Guide the overall product and customer experience from our learning management blueprint, which we believe reflects what a well-crafted RFP should contain. Even so, there may be additional areas that affect which software provider and products best fit an enterprise’s particular requirements. Therefore, while this research is complete as it stands, utilizing it in your own organizational context is critical to ensure that products deliver the highest level of support for your projects. You can find more details on our community as well as on our expertise in the research for these Buyers Guides: Learning Management Systems Extended Enterprise Learning Learning Content Solutions Learning Experience Platforms Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Buyers_Guides_for_Learning_Management_Systems_Classifies_and_Rates_Software%20Providers.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "The Path to Equitable Compensation", "mainEntityOfPage": "https://matthewbrown.isg-research.net/the-path-to-equitable-compensation", "datePublished": "16/05/2024", "dateModified": "16/05/2024", "articleBody": "Today’s workforce places a high expectation on an enterprise’s commitment to fostering a fair and inclusive workplace. Numerous advances have been made in technology and employment regulations in the past few years, elevating the need and urgency for equitable and transparent operations relative to employee compensation. Technology plays a critical role in unlocking an enterprise’s ability to modernize its compensation practices and enact a system of processes designed to ensure a fair and equitable approach to compensation strategy, design and ongoing process management. Ventana Research recognizes the importance of compensation technology as part of the employee experience conversation, as captured in this previous perspective focused on highlighting the role of technology in support of continuous compensation practices. So, what does equitable compensation really mean? Equitable compensation refers to paying employees fairly and consistently based on their work, not on factors like gender, race, ethnicity or other irrelevant characteristics. To deliver on this, enterprises must commit to enacting fair practices, transparency in communication regarding compensation structures and strategies and maintaining laser focus on the work being done and not the people doing the work. We are not just talking about salary either. Equitable compensation should include salary, benefits, bonuses and other forms of compensation that an employee receives. Compensation is a complex topic, affecting all parts of the business, but each in different ways. Sales incentive compensation is one of the more complicated domains to tackle, often with a few extra layers of considerations relative to equitable strategies. A holistic approach to incentive compensation for salespersons is critical, as articulated by my peer Stephen Hurrell in an article published earlier this year. Historically, enterprises have faced many challenges in achieving equitable compensation practices. The legacy mode of operating (without adequate technology support) is subject to a myriad of obstacles, including unconscious bias, lack of adequate data, subjectivity in performance reviews, lack of transparency in pay structures and even salary history bias. Further, enterprises have struggled to identify the specific skills that are critical in job definitions and job postings. In addition, businesses often have a limited awareness of market rates for specific skills and positions. I assert by 2027, compensation market pricing processes deployed in one-half of enterprises will include the benchmarking of skills, not just jobs. Technology is key to the design, implementation and sustainment of equitable compensation practices. Compensation planning and management software can provide unparalleled access to the necessary data for decision-making and insights relative to compensation practices and help to define fair and equitable compensation structures and goals that can be tracked and managed for long-term accountability. Without the support of technology, these processes can be very labor-intensive, creating an extended delay in an enterprise’s ability to adapt to changing market conditions. By enabling process automation, these tools can speed many aspects of compensation programs and strategies. This functionality will redefine the role of managers and compensation staff with regard to compensation activities. When these employees are able to offload some of the burden associated with ideation and creation of programs, in addition to research and contemplation throughout the process, they are able to elevate the level of productivity and efficiency relative to compensation activities while also maintaining the integrity of balanced, fair and equitable processes. Data is a critical component to the design and sustainability of an equitable and fair compensation program. HR software has the power to gather and analyze employee data with ease and speed, surfacing key insights and trends for compensation teams to review. Bringing together data from disparate sources, such as salary, performance, goals, learning and employee recognition, compensation software reduces the time invested in data collection, normalization and analysis. Data visualization tools bring pay disparities, anomalies and other trends to the surface, making the information easy to consume and digest. Compensation software will not deliver standardized processes; rather, it will offer a framework and guidance for designing and validating processes, with the ability to scale and adapt more easily as business needs evolve. Technology can also be a tremendous resource in the effort to identify and mitigate human bias that often comes into play when setting salaries and other compensation structures. With the best of intentions, human emotion can often derail the path to fair and equitable compensation practices. We never set out with the intention to be unfair; however, in the moment, it is possible for human emotion to materialize and create an imbalance. Technology, while not perfect, is continuing to evolve in ways that assist humans in the identification and mitigation of bias. Compensation benchmarking and planning solutions enable teams to explore more focused datasets, allowing for a more precise comparison to markets, industries and other factors that align with the needs of the business today and in the future. Technology can also support pay transparency for compensation teams and employees. The continuing evolution of US and International regulations for businesses relative to pay transparency can be overwhelming to keep track of. In today’s workplace, employees have access to tools outside the enterprise that allow them to perform salary comparisons and develop an informed perspective on compensation. Unfortunately, oftentimes these tools and resources do not reflect the proper context of an enterprise’s programs and policies, resulting in the high risk of misinterpretation and frustration for employees. Enterprises should consider the possibility of enabling this type of visibility within the workplace so employees can better understand their compensation relative to their current role and potential future roles. The decision to place technology at the center of your compensation strategy can yield higher engagement for employees. In recent years, workers have signaled that compensation, while very important, is no longer the leading consideration of importance for employees relative to their employer relationship. Instead, workers are indicating that it is more important to know their employer has high integrity and a commitment to core values that align with their own and encourage professional development while providing support for employee growth and success. Transparency, fairness and equitable processes and systems are critical to success for organizations navigating the new expectations from employees. Employees view compensation differently today, with a much broader definition and scope than ever before. Employees define compensation in many ways, including those which are non-monetary in nature, and each has significant value for them. Employee recognition and expressions of gratitude provide an emotional compensation that signals to them that they are seen and valued for more than the job they were hired to do. I assert that by 2026, there will be clear evidence of a trend in the compensation management and rewards and recognition software markets to merge respective capabilities. When considering the path to equitable compensation, it is important to have a broad, holistic strategy relative to the technological components. In life, we have been conditioned to closely examine the tools we bring to the solution conversation to ensure alignment. You would never recommend the use of a hammer as a solution if the problem required a screwdriver, would you? The conversation regarding equitable compensation programs should be no exception. A fully realized compensation technology stack should include tools that support compensation management, compensation planning, artificial intelligence (AI) (or other analysis support) to consistently evaluate for bias, training and coaching support for managers and employees, feedback mechanisms and data visualization. Compensation is one of the key pillars of my 2024 HCM Market Agenda. This year is part of a multi-year transformational phase for many of the HCM software providers, and compensation technology is already seeing positive impacts from the incorporation of AI to support compensation processes and practices. I am passionate about all aspects of human resources, and elevating the discussion with leaders and executives where process intersects with technology. Whether through buyers guide research on the software providers supporting compensation, a dedicated focus on total compensation management, or future analyst and market perspectives, I am committed to being a voice rooted in advocacy and education in the conversation for human resource leaders regarding the impacts and adoption of technology solutions that will enable growth, transformation, performance improvement and employee engagement. The conversation regarding compensation is one that all employees participate in, whether the enterprise enables it or not. The challenge to attract and retain talent with elevated levels of sustained engagement continues to grow more complex with each passing year. Technology should be viewed as a tool, not a solution, to enable HR and compensation teams to deliver exceptional experiences for employees that garner trust and empowerment. If you find yourself at the beginning of a journey to fair, transparent and equitable compensation practices, prioritize abundant and clear communication to allow your workforce to buy-in and support the process. Transforming existing compensation strategies and programs, as well as creating them for the first time, can feel overwhelming, The key is to start small, with focus and purpose. Invest in the time necessary to properly identify the needs relative to compensation management and planning, and assign priorities accordingly. This allows for thoughtful planning and mindful execution to bring your strategy to life. All journeys begin with a single step. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Path_to_Equitable_Compensation.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "AI and Learning: A Tech Evolution", "mainEntityOfPage": "https://matthewbrown.isg-research.net/ai-and-learning-a-tech-evolution", "datePublished": "01/05/2024", "dateModified": "01/05/2024", "articleBody": "It has been a predominant buzzword for several years across all areas of human resources (HR), but artificial intelligence (AI) and learning and development (L&D) are finally beginning to integrate at scale, and it is one of the most transformative evolutions for the function of learning and development in the last 15 years. For a few years, we have been learning more about how AI will impact our daily personal lives, and more recently we have seen widespread evidence of how AI will impact our work lives. AI is not new by any means, but we find ourselves in the preliminary stages of exploring how it will affect business operations, especially in the scope of HR functions such as compensation, benefits, payroll, recruiting, onboarding, performance management and learning. The impact of AI on learning and development often results in hyper-personalized learning journeys. A personalized learning experience yields tremendous gains in knowledge transfer, employee confidence and competence. The advances of AI for learning and learning technology have afforded learning and development teams the ability to maximize the personalization of the experience for learners without requiring the same horsepower as necessitated without the use of AI. The inclusion of generative AI (GenAI)-based tools in learning platforms, such as chatbots, can foster productive open dialogue between employees and learning teams. As humans, we may be inclined to avoid confrontation or sharing constructive feedback with the learning professionals. In some instances, this behavior is reinforced by workplace environments that do not feel psychologically safe. In both virtual and in-person classroom-based learning experiences, learners are required to be more vulnerable at times, which can be challenging when there is a high fear of judgement. Having the option to interact with a conversational bot can expand the inclusivity factor tenfold, resulting in a willingness to engage and be forthcoming with questions, feedback, challenges, and other interactions that strengthen the learning impact. The use of GenAI tools can also support interactive knowledge assessments to check for understanding while allowing learners to go deeper and explore additional insights on the topics. Learning teams can take advantage of GenAI tools to provide just-in-time content availability to the workforce at scale, allowing the information to be readily available to all employees on their terms. When employees can get what they need at the time they need it, it results in accelerated productivity, proficiency, and competency. We assert that by 2028, one-quarter of enterprises will require that learning is experienced through GenAI that can provide intelligent guidance on the skills that should be improved for a worker to be effective. The use of AI is advancing the maturation and scalability of the learning function by performing more of the heavy lift frequently incurred in activities that are often labor-intensive and overwhelming to tackle including: Skills mapping. Organizations are progressing on the path to a skills-centric talent strategy; however, the most common barrier is creating a comprehensive skills ontology that is informed by organizational needs, job descriptions, competency models and talent proficiency. AI has made this a much easier lift, permitting teams to shift their effort from collection and creation to review and approval, dramatically reducing the amount of time involved. Designing learning simulations. Simulations are an effective tool for facilitating maximum comprehension and application on complex learning topics. AI enables teams to provide more simulation-based experiences to the learning population. Not all learners will engage with simulations, but the ones who need this experience most are usually not speaking up and/or do not have access. The barrier has often been resource availability for the design and creation of simulations. Traditional methods involve a learning and development professional collecting input from subject matter experts, synthesizing the inputs to align with learning program objectives and language, and soliciting feedback and review from the business before moving into production. The simulations can often go stale, as the appetite and availability for ongoing maintenance can be a nuisance. AI affords learning teams assistance in simulation development, dramatically reducing the amount of time involved to deliver a simulation experience. Real-time coaching support. There will always be a need for a live human to participate in coaching experiences; however, it is impossible for an organization to support all employees with coaching needs at scale. The incorporation of AI provides for conversational exchanges with an expertise-focused chatbot and closes the gap, enabling all employees access to just-in-time coaching support. Elevated and comprehensive learning analytics. The use of GenAI facilitates continuous learning progress and the integration of performance data into overall learning analytics, resulting in a near-real-time view of activity and potential actions needed. The expansion of data collected through AI algorithms enables organizations to gain deep and meaningful insights into the learning behaviors and patterns within the organization. This enhances the ability for learning and development teams to respond in near-real-time to the changing needs of learners. Leveraging AI to support the collection and analysis of extensive datasets tied to learning interactions can enable teams to optimize the learning function, leading to a deeper integration within the business strategies. The use of AI in learning and development has proven to yield higher productivity in the design and implementation of learning activities and maintain pace with the speed of change affecting businesses. Its impact is significant across many learning processes and activities, including: Content creation. AI has dramatically accelerated the training design and development processes. Ideating or brainstorming a new learning program, outlining learning objectives, developing course frameworks and even the design aesthetics relative to images, videos, branding, themes, and learner interactions are some of the tactical ways AI has impacted the design and development process. Testing for knowledge transfer and application. I have found this to be one of the best gateways into adoption of GenAI in the L&D function. Often, testing for knowledge is an arbitrary function of the learning process in which organizations have become relaxed or complacent with “checking the box”. It takes an inordinate amount of time to develop an extensive question pool for every program or learning activity, so L&D may settle for the “good enough” approach. This can result in false confidence in our training impact and efficacy. Recycling the same questions through three attempts and changing up the order of questions and answers is not a viable strategy to yield ideal levels of knowledge transfer and application. Consider the benefits of using GenAI to assess your training outline along with key learning objectives, leveraging the technology to generate mass question pools designed to measure what really matters. Translations. For many years, translation was one of the more challenging aspects of learning and development. Depending on internal employees or external translation agencies to deliver all the translations for learning content and programs has always been expensive and time-consuming. Enter the use of GenAI to assist with this function and enable teams to provide more inclusive training content to meet the workforce's needs. As with all GenAI output, it is still necessary for human review to ensure accuracy and appropriateness of content. Additional benefits for L&D with the usage of AI can be found at the intersection of employee well-being and training. Employees expect to be seen and heard, and to feel valued by their employers. One way to support this is by connecting workers to learning opportunities and content in service of physical, mental, and emotional health and well-being. The nature and timing of employee needs and workplace challenges are often unpredictable; they do not adhere to strict working hours and can go unreported and unsupported. Enabling real-time access for employees to the content they seek can help them cope with burnout and stress. By 2027, digital learning software providers will need to embed AI and provide GenAI capabilities to support required employee experiences. The transformative power of AI in the learning sector is undeniable and stands as a critical partner for both employees and learning and development teams. Its prowess in customizing learning experiences and boosting efficiency is nothing short of remarkable. HR and learning leaders, it’s time to take action and lead the charge in embracing learning technologies. Recognize the groundbreaking progress enabled by AI and seize the abundant opportunities for development and exploration in the learning domain. The journey of AI in learning is accelerating, heralding an era brimming with possibilities and progress. Don’t just watch the future unfold — be a part of shaping it. Invest in AI-driven learning solutions today, and propel your organization towards a smarter, more capable tomorrow. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AI_and_Learning_A_Tech_Evolution.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "Designing a Smart and Sustainable HR Tech Stack", "mainEntityOfPage": "https://matthewbrown.isg-research.net/designing-a-smart-and-sustainable-hr-tech-stack", "datePublished": "25/04/2024", "dateModified": "25/04/2024", "articleBody": "The importance of human resources technology in the workplace is growing at a phenomenal pace. While many HR applications like payroll, benefits management and human resource information systems have been perceived as critical, the new sense of criticality is more extensive than ever. HR technology is necessary to power the function of HR, but it also needs to serve as the leading example of how to engage, embrace and include all workers in the workplace experience and community. HR professionals must recognize that there is unrealized ROI in maximizing HR technology for more than its inherent functional value. By 2027, the focus on employee experience will cause HCM software providers to adapt and redesign their approach to emphasize the employee journey, not just the application. Concepts like “smart” and “sustainable,” relative to HR technology, can be loosely defined as aligning with the needs of the business and providing people with enough flexibility to adjust to future scenarios of business evolution. While we may never have 100% confidence in future predictions, honest, inclusive conversations about the realities of our businesses can help anticipate scenarios that are often overlooked when establishing or revamping the tech stack. At a minimum, these scenarios should include variations in the 1, 3- and 5-year business outlook on projected revenue and workforce changes. Additionally, we should include what-if scenarios tied to recent workplace disruptions, such as a transient full-time workforce and navigating complex regulatory requirements. Too often, businesses lose sight of the future when going through an HR technology provider evaluation and selection process and get bogged down in the effort to finish the implementation. This leads to systems launched with basic features and lofty aspirations to adopt more features over time. The challenge is that “tomorrow” never comes. Any change in business priority or economic landscape will cause a chain reaction that can prevent the transformation from staying on track with the original intention to enable additional features over time. Many who can identify with this concept also find themselves contemplating the strategy to run out the clock on contracts and opt for a replacement system, further perpetuating the cycle. The core components of a smart HR tech stack should support all aspects of the life cycle and demands of the employee experience, ensuring alignment with how people get work done. The scope of HR technology has expanded over the past few years to include applications beyond the standards of recruiting, onboarding, learning, performance, compensation, benefits, payroll and HRIS. It is becoming more commonplace for HR to be the keeper of workforce engagement software that supports health and wellness, diversity, inclusion, equity, belonging, communication, collaboration, coaching, mentoring, rewards and recognition and creative career explorations. Each component supports one or more pillars of the employee journey throughout their tenure with an organization. In addition to these critical elements, integrated people analytics and artificial intelligence enable more effective response to changing conditions and further align the correlations between talent investments and business outcomes. By 2027, three-quarters of enterprises will have identified GenAI use cases that specify HCM system requirements for optimum organizational agility. The employee experience should be consistent at all touchpoints to maximize retention, engagement and productivity. The HR tech stack can deliver consistent levels of service and support while also enabling a more personalized experience. System integration has always been a sore spot for HR, making it necessary to prepare a thoughtful and documented systems strategy that includes impacts, touchpoints, integrations and outcomes. When talent-related data is consumed in isolation, it often leads to an incomplete conclusion, resulting in misguided efforts to solve the wrong challenge. When talent data is integrated with other business data, real transformation can take place. Imagine an experience where an applicant’s skills are inventoried and assessed during the hiring process, and skill gaps are mapped to learning content for line-of-sight to development needed, informing a potentially different candidate pipeline. Once onboard, continuous analysis of skill progression and competency mastery is correlated with learning ability to support future talent development investments. Analyzing such data at the intersection of employee engagement, time off, employee health and wellness, customer satisfaction and management efficacy can provide a roadmap for the future, allowing a more informed and thoughtful approach to forecasting future needs. Sustainability also features in conversations about HR tech. In this context, sustainability refers to actively taking steps to support a reduction in environmental impact and promoting employee well-being while enabling businesses to quickly adapt to changing conditions. Designing an ecosystem of applications to inform the business while considering environmental, social and governance impacts enables greater sustainability for the tech stack and the business. This includes factors such as: Access via mobile devices in support of a paperless operating environment. Dedication to employee well-being. Commitment by the software provider to sustainable practices. HR leaders should step back from the current environment and document the ideal design of an HR tech stack, free from constraints experienced in current real-world circumstances. Consider the business needs, the wants and desires of the HR workers responsible for using the software to deliver on functional commitments and the expectations of employees who will interact with the HR tech stack (passively or actively). In this exercise, take care not to overlook integrations, data flow across systems, reporting and analytics and any known environment-based restrictions imposed by the Office of Technology. After articulating and documenting the design and strategy, assess current applications. Too often, we construct the holistic, end-to-end HR technology strategy after we have selected and implemented some or all of the software and find ourselves in an endless game that mimics whack-a-mole. By 2026, one-third of enterprises will find the limitations of HCM applications prevent achieving the required level of efficiency for HR processes and should be replaced. It is entirely possible that, after this exercise, you will find that your HR tech stack is adequate and aligned with your newly articulated strategy. As is often the case, many HR applications are implemented with a limited scope at launch and business challenges prevent or delay further evolution via configuration updates and new features, resulting in a belief that the systems are not adequate. This assumption can be incorrect, especially if there is no systems strategy to align to. This further emphasizes the need to ensure your strategy and planning explicitly articulates the expectations for ongoing system management, maintenance and continuous improvement. Take care to define intervals that guide system performance review cycles, configuration analysis and feature prioritizations. If you realize that your new HR tech strategy does not align with your current software, take comfort in knowing that you are not alone. To move forward, incorporate all aspects of the components outlined in this article when preparing to initiate a request for proposal or request for information to find the best tools for current and future needs. The success of the future workplace will depend on maximizing innovations in HR technology to connect, support, educate, enable and elevate people as they navigate their career journeys. Ensuring that your HR technology strategy has a smart design with elements to enable sustainability will benefit all. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Designing_a_Smart_and_Sustainable_HR_Tech_Stack.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "The Buyers Guides for Workforce Management Classifies and Rates Software Providers", "mainEntityOfPage": "https://matthewbrown.isg-research.net/the-buyers-guides-for-workforce-management-classifies-and-rates-software-providers", "datePublished": "23/04/2024", "dateModified": "23/04/2024", "articleBody": "I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The Ventana Research Workforce Management Suites Buyers Guide is the distillation of a year of market and product research by Ventana Research. A major focus of investment and optimization efforts for decades, workforce management processes and activities have undergone a huge transformation in recent years. In our view, this is mostly a function of two significant trends: the continuing maturation of technology innovation associated with maximizing artificial intelligence, machine learning and embedded analytics in human capital management processes and operations and the solidification of the change in employer/employee relationships stemming from the now-universal emphasis on elevating the employee experience. In the realm of workforce management, the Basics category has a streamlined focus on the foundational elements of timekeeping and scheduling. Tailored for organizations seeking a focused approach, these solutions offer a straightforward, user-friendly experience with a wide range of features to support timekeeping and scheduling needs. The Basics category provides a robust, yet focused toolkit designed to ensure that the essential aspects of workforce management are handled with precision and ease, making it an ideal choice for those who value simplicity and efficiency. The Suites category is reflective of comprehensive WFM solutions, encompassing a broad spectrum of features from activity and task management to time-clock enhancements, seamless collaboration, extensive analytics and robust integrations with HR, financial and business productivity platforms. This thoughtful segmentation ensures that providers are recognized for true specialties, aligning them with peers of similar breadth and depth and paving the way for a future where every organization can find its perfect match in the WFM landscape. This Suites research evaluates the following software providers that offer products that address key elements of workforce management as we define it: ADP, Dayforce, Infor, Oracle, Quinyx, Replicon, SAP, UKG, Workday and WorkForce Software. More information on the Basics edition of the Workforce Management Buyers Guide is located HERE and has these providers covered: ADP, Blue Yonder, Dayforce, Infor, Oracle, Paychex, Paycom, Paycor, Quinyx, Replicon, SAP, UKG, Workday, WorkForce Software and Zebra. This research-based index evaluates the full business and information technology value of human capital management software offerings. I encourage you to learn more about our Buyers Guide and its effectiveness as a provider selection and RFI/RFP tool. We urge organizations to do a thorough job of evaluating workforce management offerings in this Buyers Guide as both the results of our in-depth analysis of these software providers and as an evaluation methodology. The Buyers Guide can be used to evaluate existing suppliers, plus provides evaluation criteria for new projects. Using it can shorten the cycle time for an RFP and the definition of an RFI. The Buyers Guide for Workforce Management Suites in 2024 finds ADP first on the list, followed by Oracle and UKG. Enterprises that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle. Dayforce. ADP. The Leaders in Customer Experience are: ADP. Replicon. UKG. The Leaders across any of the seven categories are: ADP, Oracle and UKG, which has achieved this rating in four of the seven categories. Dayforce in three categories. Workforce Software and Workday in two categories. Infor and Replicon in one category. The overall performance chart provides a visual representation of how providers rate across product and customer experience. Software providers with products scoring higher in a weighted rating of the five product experience categories place farther to the right. The combination of ratings for the two customer experience categories determines their placement on the vertical axis. As a result, providers that place closer to the upper-right are “exemplary” and rated higher than those closer to the lower-left and identified as providers of “merit.” Software providers that excelled at customer experience over product experience have an “assurance” rating, and those excelling instead in product experience have an “innovative” rating. Note that close provider scores should not be taken to imply that the packages evaluated are functionally identical or equally well-suited for use by every enterprise or process. Although there is a high degree of commonality in how organizations handle workforce management, there are many idiosyncrasies and differences that can make one provider’s offering a better fit than another. Our firm has made every effort to encompass in this Buyers Guide the overall product and customer experience from our workforce management blueprint, which we believe reflects what a well-crafted RFP should contain. Even so, there may be additional areas that affect which software provider and products best fit an enterprise’s particular requirements. Therefore, while this research is complete as it stands, utilizing it in your own organizational context is critical to ensure that products deliver the highest level of support for your projects. You can find more details on our community as well as on our expertise in the research for this Buyers Guide. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Buyers_Guides_for_Workforce_Management_Classifies_and_Rates_Software_Providers.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "Technology Maximizes Investment in Learning Experiences", "mainEntityOfPage": "https://matthewbrown.isg-research.net/technology-maximizes-investment-in-learning-experiences", "datePublished": "21/03/2024", "dateModified": "21/03/2024", "articleBody": "The workforce of today has been very clear with their needs, wants and expectations. They need to feel seen, valued, heard, included and empowered. They want to work in an organization that feels like a community and aligns with their personal value systems. Importantly, they expect access to technology and to be developed and supported as they navigate their careers. Learning opportunities can dramatically impact workers’ overall experience, engagement and likelihood to stay. This doesn’t mean that just making training accessible will yield the full benefits. The learning experience is as much about the technology as it is about the organizational culture, emotional intelligence of management and support for ongoing reinforcement. If learning experiences lack quality, consistency or balance, you’ll find less positive movement in worker satisfaction, engagement and retention. The workforce of today has signaled that a one-size-fits-all approach to learning falls short. Employees learn in different ways and at different speeds, and may require an array of learning modalities and depth of reinforcement. Workers also expect access to development across a wide range of topics and skills that may not be within the scope of the job they do today. We assert that by 2027, the need to manage an ever-increasing library of skills will cause one-third of enterprises evaluating a new learning management system or learning experience platform to make “skills management and mapping” a top vendor criterion. Consider these insights regarding learning in the workplace: Training expenditures in the U.S. totaled $101.8 billion in 2023. Average per-employee annual learning and development spend worldwide is $1,280. 59% of employees around the globe are not engaged. 18% are actively disengaged. 59% of workers are experiencing moderate burnout. 83% of workers say they would stay longer at a company with a skills-first approach to training. Employee perspectives have shifted toward a more long-term view of career and life journey. Many employers have long-standing cultures rooted in learning, and many are evolving in that direction. In consideration of the workforce of today and tomorrow, learning experiences are critical for success because they: Help talent stay relevant and competitive. An inclusive, personalized and flexible learning experience adapts as employee needs change. Traditionally, experiences related narrowly to an employee’s current workplace role or job. Expanding offerings without reservation supports employee aspirations, signaling commitment to their success. Learning technology enables more dynamic experiences without overwhelming the administrative teams managing the process. Strengthen worker loyalty and retention. It is not necessary to employ a strategy that involves a master class level of training for workers in all roles or even to invest in the newest, most feature-rich learning technologies. Rather, it is critical to show that you care about workers’ well-being and ongoing development. Take the time to truly understand the needs of the workforce and invest in the right solutions to meet those needs. By 2027, self-directed career-pathing will be utilized by one-third of enterprises with an LMS or LXP, supporting the need to dynamically identify skill gaps and learning plans to ensure worker retention and trust. Boost worker well-being. Learning experiences, if well crafted, also reduce employee stress and burnout by creating a psychologically safe training environment. Technology is key to creating a space where workers can show up and be themselves, ready to learn without fear of judgment, retaliation or ridicule. Advances in learning technology enable employees to signal their stress levels or potential for burnout and be met with recommendations for learning activities designed to help them cope effectively. Elevate the customer experience. We all have customers to serve in our roles. Some customers are internal (other business units), and some are external. When the customer has a great experience, workers are more likely to stay and be invested in the shared successes. Simon Sinek said, “Customers will never love a company until the employees love it first.” Happy, highly engaged workers directly improve the customer experience, which can yield higher retention and revenue. Support efforts to adapt to change and remain flexible. Employees around the globe understand and expect that change occurs at a rapid pace. They expect the same pace as it relates to their own development, growth and career progression. In addition to benefitting the employee experience, learning opportunities provide insights to improve financial performance. With well-crafted learning experiences comes access to data, which can be maximized to understand the true health of business-like employee behavior, knowledge capital, skill gaps and performance trends. Value can be fully realized by correlating these insights with other key business metrics such as customer retention, customer satisfaction, product consumption and adoption rates. While there are many factors in the equation for employee retention, it’s wise to be mindful of–and not underestimate–the power of learning experiences. Too often, enterprises miscalculate the value of investing in learning and spend twice as much time and effort chasing the wrong issues in support of increasing employee engagement, retention and satisfaction. When economic uncertainty or discourse arises, most organizations take a page from the same 30-year-old playbook, which leads to cutting back on investment in the learning and development function. In recent years, there’s been somewhat of an awakening, and many organizations are evolving to consider learning and development as a non-negotiable investment to power the business. Enterprises constantly work to balance people and profits. Resist the temptation to undervalue the impact of learning experiences on the health of the business and safeguard the commitment to the development of the workforce. Always make time to garner feedback from your workforce regarding learning experiences and continue investing in creating meaningful interactions with your workforce through learning. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Technology_Maximizes_Investment_in_Learning_Experiences.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.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": "Maximizing Technology to Engage Generations in the Workplace", "mainEntityOfPage": "https://matthewbrown.isg-research.net/maximizing-technology-to-engage-generations-in-the-workplace", "datePublished": "19/03/2024", "dateModified": "19/03/2024", "articleBody": "By the year 2025, the U.S. Department of Labor estimates that the generational makeup of our workforce will be: 11.4% Gen Z. 43.9% Millennials. 28.8% Gen X. 15.5% Boomers. 0.4% Traditionalists. By the late 2020s, Gen Alpha will move into the workforce, introducing a new dynamic. With the potential for up to five or six generations in the workplace, enterprises are often challenged to understand how to bridge the generation gap and create a cohesive workforce. The answer can be found within your technology stack. Technology has shaped and influenced each generation in different ways. How do the four largest generational segments view technology? Boomers tend to be cautious and hesitant with technology-related changes. They prefer the tried-and-tested methods they learned. Gen X sees change as a new opportunity for growth, and is often open to technology-related changes but may require some light convincing. Millennials welcome change and see it as a key function of their success in business and life. They have a high preference for maximizing technology and approaching work with a collaborative mindset. Gen Z was born with expectations of change. They have experienced substantial advances in technology and quickly adapt to new automation. While these generalized characteristics will not apply 100% to every member of a broad generational grouping, grasping these general psychographic themes can help organizational leaders understand potential friction points that may emerge in a multi-generational workplace if left unaddressed. The unprecedented pace of technological change over the past 30 years, coupled with the consumerization of workplace technology, has opened the door for more holistic conversations in the workplace relative to employee experiences and expectations. Workers across generations increasingly bring a common expectation that workplace technologies should mirror the sleek, intuitive and meaningful experiences they enjoy in their personal lives with consumer apps and platforms. Leaders are also battling a growing undercurrent of fear and uncertainty as workers speculate about the impact of artificial intelligence and other emerging technologies on jobs, job security and incomes. More worrisome is the challenge of growing employee frustration, distress and even burnout exacerbated by technologies designed primarily for productivity gains rather than for nurturing human potential and sustainable employee well-being. Taken together, these dynamics could represent a recipe for strained relationships, miscommunication and disengagement across generations. When the fundamental human needs of workers are compressed into a one-dimensional technology solution or strategy, challenges ripple through the workforce. A dizzying array of technologies for basic communication and collaboration–Slack, Google Chat, Skype, Zoom, Google Meet, Microsoft Teams, Chatter and Yammer–can create workplace communication chaos when there is no clarity or governance surrounding which tool to use for which core business activities or employee needs. The term technology disengagement syndrome captures the emotional state when employees interact with technologies that are not intuitive, are overly complex, disjointed and siloed or frequently fail to help them efficiently accomplish key tasks. Workers understandably become highly resistant or antagonistic to embracing additional workplace technologies. Without realizing it, they devise manual workarounds and inefficient stop-gap practices as coping mechanisms, causing latent pain points and undesired cultural behaviors across generations. HR technologies occupy a unique position in the digital workplace, making it critical to address these challenges. Technologies like employee recognition platforms, communications tools, payroll systems, learning management systems, performance management software and self-service HR portals engage all workers to participate in the workplace community. However, as with all workplace technologies, organizational leaders must carefully implement and evolve HR technologies in tight alignment to support multi-generational worker needs rather than solely optimize administrative efficiencies or check boxes on feature checklists. The key is to establish and continually nurture an underlying foundation of trust with employees across generations regarding the worker experience as enabled by technology. This involves holistic thinking–meeting employees where they are, listening to them, empathizing with them, inviting them to share feedback and suggestions and then co-creating technology experiences by embracing their input. When an employee has a frictionless, positive experience with any technology, trust deepens, and they will demonstrate more willingness to explore additional workplace technologies with an open, growth mindset. Alternately, when human experience design falls short, or employees have largely unpleasant experiences driven by technologies not optimized for their needs, they quickly lose trust and resist adopting other solutions regardless of potential benefits. Consider how few employees actively use every platform across an enterprise's business technology ecosystem. Today’s organizations have accumulated a vast array of specialized systems over the years as needed for each business function–such as customer relationship management and sales tools, marketing automation platforms, supply chain management solutions and proprietary data analytics dashboards. While many prove invaluable, almost none of these fragmented systems directly touch daily workflows or activities for the broader employee population. This reality often manifests in largely siloed experiences relative to adoption and sustained engagement with technologies outside an employee's domain expertise or discipline. HR systems inherently cut across disciplines, offering touchpoints for the workforce overall. Every employee views payroll details via HR platforms. Every worker completes training via learning management system courses. Every employee accesses critical information via the HR portal or intranet, requests time off through self-service tools and so on. Yet, too often, organizations fail to realize the full potential of these far-reaching HR technology touchpoints, leaving tremendous value on the table through a lack of inspiration and innovation. Thoughtfully evolved HR technologies represent one of the most powerful organizational tools for addressing generational expectations that emerge in the workplace. Many integral connections tying employees directly to cultural DNA–fostering trust, communicating with transparency, promoting work-life balance, ensuring fairness and inclusion and enabling continuous listening and learning–now manifest through technology. Applications spanning flexible work arrangements give employees greater autonomy over how, when and where work gets done based on life stage needs. Continuous learning pathways empower employees to develop critical skills on demand. Rich feedback mechanisms provide an equitable voice to share ideas, concerns and suggestions. AI-powered decision intelligence helps leaders reduce bias in critical talent decisions. The technology foundations enabling these critical cultural pillars fall firmly within the HR domain. Further, the potential volume of interactions between workers and HR technologies can generate a goldmine of insights leaders can analyze to guide an organization's path toward nurturing a truly thriving workplace culture embracing multi-generational diversity as a competitive strength. By 2027, the focus on employee experience will cause human capital management software providers to adapt and redesign software to emphasize the worker journey, not just the application. In an increasingly technology-driven business climate where most workers spend the majority of their waking hours connecting through digital screens and platforms, a thoughtfully human-centered HR technology strategy represents the most logical starting point for any organization aiming to captivate talent by designing employee experiences that engage and empower across generations. Regards, Matthew Brown", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Maximizing_Technology_to_Engage_Generations_in_the_Workplace.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Matthew Brown", "url": "https://matthewbrown.isg-research.net/author/matthew-brown", "sameAs": "https://www.linkedin.com/in/matthewwbrown/" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "matthewbrown.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '3452', pageId: '155794857076', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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