One of the best things about my job is spending time with our customers—some who have been with Workday since the early days. Mark Newsome, director of corporate human resources at McKee Foods, is one of these folks. I recently asked Mark to share his thoughts on the value of Workday Recruiting—in particular, how he expects it to help McKee “answer the questions” related to candidates in the pipeline, and even predict those most likely to be successful at McKee Foods.
It was mid-2008 when I sat through my first demonstration of Workday Human Capital Management as an analyst covering the industry. I was curious what was going on with this company, given the pedigree of the leadership team and Workday's purist approach to Software-as-a-Service (SaaS) for core administrative systems.
If business leaders knew the characteristics of high performers, would they make better staffing decisions? If they knew the factors that lead to costly voluntary turnover, would they change their retention strategies? And if they knew the true cost of getting work done, would they make better decisions on what regions to hire from or whether to use contractors? Of course they would.
On Friday I posted on the Workday Blog about a meeting at the White House about opening up data to address U.S. Veterans’ unemployment. Related to that, a new federal law goes into effect today that requires federal contractors and subcontractors to adopt benchmarks for hiring and employing veterans.
Last month I joined leaders from both the public and private sectors in a discussion at the White House. We met in a room as stately and mahogany-adorned as you might envision, with the talk focused on a common goal: using open data to connect job seekers with employers. Closing the gap between skills employers need and locating people with those skills is key to building a more efficient labor market. It’s especially important to one swath of the workforce that we in the U.S. owe our gratitude, which is returning military veterans.
Among the insights I can share with my peers is that the Workday customer collaboration process is unique to the enterprise software industry. Today, many of us will be arriving in Las Vegas to attend Workday Rising, which will serve as an introduction for new customers to the Workday community.
Let's face it; tracking time is not the most beloved task in our work lives. Millions of workers do it because our companies require it and so we can get paid. In my prior life as an industry analyst, I entered my time to bill clients and to cost out our research initiatives. While I understood this was essential for business, I dreaded the onerous task.
This past spring, we conducted a survey along with Human Resource Executive to learn how organizations are doing in the quest for greater workforce visibility. Has the needle moved? We discovered that in some ways it has. But we found that in many ways, a holistic picture of the workforce is still missing, and the consequences of this blind spot have amplified. The most startling statistic of the survey: Three out of four survey respondents said their workforce is not appropriately skilled for the needs of the business.
The one thing that most organizations struggle with is the complexities of having workforces and operations in multiple countries. So today, I want to talk a bit about Workday's global payroll strategy, and how we've developed it specifically with these goals in mind.
Ashley Goldsmith, chief human resources officer at Workday, was recently named to a list of “The Most Influential Women in Bay Area Business 2015.” As Workday’s global HR leader, a big part of Goldsmith’s job is to help ensure that Workday remains a great place to work. Ashley talks about the roots of that culture, and why a successful culture must originate with top leadership.
Data-driven HR is as much a journey as a destination. “You will always find something there that you didn't know," says Josh Bersin, principal, Bersin by Deloitte. Find out more in the final installment of our four-part Josh Bersin video series.
Last week I joined Ashley Goldsmith, our chief human resources officer, in an all-hands Workday HR team meeting. One of the topics we spent time on was the state of the talent market. Most economic reports take a generally positive outlook on 2015, including a job market that’s considerably better than years’ past. This sort of news makes all of us happy, but it also has hiring managers and HR team members everywhere thinking about how this rebound will impact hiring plans and competition for talent. Here are three trends I shared with the team, as well as my thoughts on how all organizations should think about addressing them:
Today is Veterans Day, a time to reflect on the sacrifices made by those who have served in the armed forces to protect the freedoms so precious to us. As a country, we must do all we can to support returning veterans’ efforts to find challenging and rewarding employment. It’s a fight that needs fighting: 188,000 veterans that served after 9/11 are currently unemployed, according to the Bureau of Labor Statistics. The good news is that technology and data can be used to help address this problem—an effort that we at Workday are passionate about.
Next week, thousands of HR professionals will descend upon Las Vegas for the annual HR Technology Conference & Expo. As a long-time attendee, I find the event to be a familiar constant in a sea of endless change in our business environments—an opportunity for us to bond as a community and share great new technologies and best practices.
We continue this Naomi Bloom four-part video series with a discussion about multi-tenancy. Does multi-tenancy matter for SaaS, and should customers care? It’s a debate that’s been waging for years. Naomi has strong views on this topic and describes the benefits of aggregation and inheritance, adding that, “I don’t see how these can be done without multi-tenancy. I’m waiting for someone to tell me.”
There’s been a great deal of news coverage in recent weeks about the Affordable Care Act (ACA), including a recent development that pushes back compliance with two of the most significant employer-facing mandates until 2015. Yet those in the business of human resources know the scope of the change ahead may be the largest in the industry since President Ford signed ERISA into law.