Tag Archives: SuccessFactors Inc.

The Great Cloud Migration: How to Stay Ahead of the Pack

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For the small and mid-sized business, the “cloud” is already a familiar friend. Small businesses have increasingly found ways to reduce capital expenditures and operating costs through cloud computing, in which computing is provided by shared resources and software on the Internet on an on-demand model. As a result, they continue to move many business functions from on-site servers to the Web. However, few businesses truly have a cloud “migration” strategy and even fewer have successfully leveraged the cloud in vendor relations. Cloud-based outsourcing Maybe you’ve ditched the Microsoft Exchange server in favor of Google Apps.  That was easy. It’s just like your Gmail account, but for work. Or perhaps all of your files are securely backed up — not on a bulky external hard drive, but on Box.net. And they’re accessible from any Internet browser on any computer.Whether you realize it or not, your business has already begun an important migration. But few small businesses have thoughtfully managed this transition and even fewer are fully taking advantage of business in the cloud. Using the cloud as a cost reduction tool is increasingly common — reducing paperwork, lowering transaction costs, and investing in less hardware (and with fewer resources to manage it) can yield immediate impact in accelerating your growth. Less understood, however, is how to use the cloud as a business enabler. On this front, companies like Salesforce.com and SuccessFators continue to push forward. Without installing any software, vendors can manage the entire customer lifecycle or HR processes with greater data detail and accuracy than ever before. No longer do you need a file cabinet of paperwork or indecipherable database for these important business processes. Outsourced to the cloud, your data becomes globally accessible and more secure and redundant — all while saving you real money. But as the cloud becomes more pervasive, maximizing the value for your business means going beyond Salesforce.com and Gmail.  What if the cloud could help you keep your business on the cutting edge? Start thinking about the cloud as more than just a tool you use — anyone you do business with should be in the cloud as well. The cloud can level the playing field Small and mid-sized businesses have long missed out because of their size: they don’t have the budget to buy hardware and don’t have the scale to show up on the radar of innovative software vendors. The cloud is leveling this playing field. As an executive, your number-one job is to sell your product — and there are hundreds of hardware and software solutions that could potentially help you achieve that goal. If only it was easy to decide which one to choose. It’s not. You are inundated with calls, e-mails, and advertisements from countless vendors and, if you’re like me, ignore most of them. Or, you select a few to try and next thing you know, your team has invested days or weeks evaluating products. But here too, the cloud can help. There is a new cloud model for software sales that is enabled by what we call IT as a Service (ITaS).  ITaS changes the economics of product demos and evaluations significantly — instead of days, they take minutes to set up. Using ITaS , software vendors can provide actual, hands-on IT (such as fully functional product demos) to multiple end-users in minutes without any on-site presence.  In the end, it’s you (the buyer) who benefits most because you can test each product without the tribulations of costly and time-consuming on-site evaluations and ensure that ultimately you receive the best product for you. Some of the largest software vendors in the world have embraced this vision of using the cloud to optimize and speed sales cycles (Cisco, SAP, and McAfee are early adopters). This is where the cloud is going. Imagine if, instead of having to endure countless marketing pitches, you can get your hands on any IT product you are interested in and try it within minutes — without delay or download. This is yet another way the cloud can save you time and, as a result, money. Products that enable ITaS are by no means the first non-traditional uses of the cloud to make your life easier. Salesforce, Google, Ooyala, Discus, and Cordys for instance all deliver relevant cloud services to the small business market. Your business’s size is no longer a limiting factor. As we see more SaaS and ITaS, even a two-person company can buy from the big boys — the Ferrari’s of enterprise software — and test-drive before they buy. The cloud can help you gain access to new solutions and ensure they match your business needs — all without wasting your valuable time. SIDEBAR: Tips for proactively managing your Cloud migration If you can hold it, question it.  Physical assets cost you money. In many instances, there is no longer a reason to have hardware. Wave goodbye to external hard drives, e-mail/Web servers and filing cabinets. Your business will be lower¬-cost in the cloud. Do what you do best. You have limited hours — spend them wisely. Why waste time with tedious CRM or HR processes — it’s not what you like to do OR what you are best at. Outsource those tasks — Saleforce.com and SuccessFactors would be happy to do it for you — and focus on your core business instead. Don’t just save money — make money. Be proactive. Don’t get caught up treating the cloud as merely a vehicle for cost reduction. Executing core functions in the cloud can make your company more agile and more effective. Expect others to move to the cloud. To fully capitalize on the cloud, you should ensure that your business partners are leveraging the cloud in their interactions with you. Expect instantaneous demos of software you are considering buying. (Zvi Guterman, is CEO and co-founder of CloudShare, a cloud computing service provider. Previously, Guterman co-founded and served as CTO of Safend, an endpoint security company. He holds a PhD in Computer Science from the Hebrew University.)  

HR Software Helps Retain Staff

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Nittany Embroidery & ScreenPrinting, based in Centre County, Pa. has been marketing custom embroidery, screen printing, and advertising specialty items for Penn State University and other clients for 10 years. Owner Erin G. O’Leary-Rallis tells IncTechnology that human resource software helped the company retain employees and foster a team environment. Elizabeth Wasserman: What type of problems were you trying to resolve in your business by opting for human resources software? Erin G. O’Leary-Rallis: Our industry is very fast paced and as small business owners my husband and I often wear many different hats from sales consultants to managers to cashiers and Internet designers at times.  We tend to have very personal relationships with our 25-35 employees but we had to streamline the review process because we simply found we did not personally have time to evaluate everyone thoroughly, nor do we actively work side-by-side anymore with many employees.  But being a grass roots company, our employees have come to expect personal attention and we do not want to give the impression that we are ever getting too big to be involved and acknowledge individual inputs. We needed a solution that would incorporate what we as owners need our employees to recognize as core cultural values within our company like integrity, reliability, and quality; however, we needed to tailor specific competencies which vary by job role. In addition we needed to carve out goals which were mutually agreed upon and monitored on a real time basis that would further allow our employees to align their work habits with our expectations. Through SuccessFactors, we found our solution. Wasserman: Why did you choose this particular software and how does it help? O’Leary-Rallis: We tried the “off the shelf” solutions for several years and they were fine for a quick review in a crisis situation but they did not allow us to really track progress and grow with it.  Further, we wanted a single place to record both encouraging milestones by employee and reprimands so that when review time came around we would have specific examples to draw upon.  I searched on the Internet for a solution that would be easily accessible for employees from multiple locations and was less paper intensive.  When I found SuccessFactors and gave it a “test drive” I found it to be the HR solution that we were seeking.  It is Web-based so it does not rely on a single server, and it is very scalable, and will grow as our business grows using the same footprint but allowing maximum customization and personalization.  We also found a feature that we never even realized we needed which is the 360-degree peer review which has been a valuable concept incorporated into our everyday work.  Being reviewed by your co-workers, you are forced to recognize that we all have blind-spots and areas we could improve upon — including my husband and I as owners. It has opened up our eyes and our employees eyes to recognize that in order to succeed as a team, you need not just impress the boss, but you also need to humbly recognize weaknesses and frustrations that others may have when working with you and we all must diligently work toward improvement in those areas. Wasserman: What have the results been? What can you do now that you weren’t able to do before? O’Leary-Rallis: Ultimately, employee reviews used to be a high anxiety activity for me and consequently I would put them off.  They were only done sporadically and I recognize that approach was not good for morale.  Further, it is difficult to promote a team atmosphere, then give a less than stellar review – sporadically — when an employee did not recognize the specific “weighting” of variables in the same way the I did.  For instance, I had a long term employee who was reliable and honest.  I could trust him making bank deposits and with confidential information.  However, he was not motivated and I often wondered what he contributed during his work time.  His lack of motivation was contagious and caused many other employees to become lax in their work habits, using him as precedent.  Giving him negative reviews year after year was difficult for me because I could not seem to relay to him my disappointment until we began our current system.  With our new HR management system, we are able to “weight” core competencies and expectations like reliability and honesty but through the addition of additional role-specific competencies. You are not guaranteed a raise — or a positive review — by just showing up and being trustworthy.  With expectations laid out in advance and a clear rating system, standards are set and employees have a better idea of how their performance will be rated. Wasserman: How have the peer reviews worked out? O’Leary-Rallis: The 360-degree reviews require accountability on multiple dimensions so that evaluations are not based on one person’s perception or perceived bias. The employee used as an example above is no longer in our employ due to the results of a 360-degree review.  He did not agree with constructive criticism and inputs of multiple co-workers and ultimately moved on.  In the end, we grew as a company.  Our overall employee turn over has gone down by 25 percent in the last year since we began making organizational changes including this new HR management system.  I believe we are retaining the right type of employee for our organization, and we are poised and expecting 30 percent growth this year.

HR Software Helps Retain Staff

our beautiful site

Nittany Embroidery & ScreenPrinting, based in Centre County, Pa. has been marketing custom embroidery, screen printing, and advertising specialty items for Penn State University and other clients for 10 years. Owner Erin G. O’Leary-Rallis tells IncTechnology that human resource software helped the company retain employees and foster a team environment. Elizabeth Wasserman: What type of problems were you trying to resolve in your business by opting for human resources software? Erin G. O’Leary-Rallis: Our industry is very fast paced and as small business owners my husband and I often wear many different hats from sales consultants to managers to cashiers and Internet designers at times.  We tend to have very personal relationships with our 25-35 employees but we had to streamline the review process because we simply found we did not personally have time to evaluate everyone thoroughly, nor do we actively work side-by-side anymore with many employees.  But being a grass roots company, our employees have come to expect personal attention and we do not want to give the impression that we are ever getting too big to be involved and acknowledge individual inputs. We needed a solution that would incorporate what we as owners need our employees to recognize as core cultural values within our company like integrity, reliability, and quality; however, we needed to tailor specific competencies which vary by job role. In addition we needed to carve out goals which were mutually agreed upon and monitored on a real time basis that would further allow our employees to align their work habits with our expectations. Through SuccessFactors, we found our solution. Wasserman: Why did you choose this particular software and how does it help? O’Leary-Rallis: We tried the “off the shelf” solutions for several years and they were fine for a quick review in a crisis situation but they did not allow us to really track progress and grow with it.  Further, we wanted a single place to record both encouraging milestones by employee and reprimands so that when review time came around we would have specific examples to draw upon.  I searched on the Internet for a solution that would be easily accessible for employees from multiple locations and was less paper intensive.  When I found SuccessFactors and gave it a “test drive” I found it to be the HR solution that we were seeking.  It is Web-based so it does not rely on a single server, and it is very scalable, and will grow as our business grows using the same footprint but allowing maximum customization and personalization.  We also found a feature that we never even realized we needed which is the 360-degree peer review which has been a valuable concept incorporated into our everyday work.  Being reviewed by your co-workers, you are forced to recognize that we all have blind-spots and areas we could improve upon — including my husband and I as owners. It has opened up our eyes and our employees eyes to recognize that in order to succeed as a team, you need not just impress the boss, but you also need to humbly recognize weaknesses and frustrations that others may have when working with you and we all must diligently work toward improvement in those areas. Wasserman: What have the results been? What can you do now that you weren’t able to do before? O’Leary-Rallis: Ultimately, employee reviews used to be a high anxiety activity for me and consequently I would put them off.  They were only done sporadically and I recognize that approach was not good for morale.  Further, it is difficult to promote a team atmosphere, then give a less than stellar review – sporadically — when an employee did not recognize the specific “weighting” of variables in the same way the I did.  For instance, I had a long term employee who was reliable and honest.  I could trust him making bank deposits and with confidential information.  However, he was not motivated and I often wondered what he contributed during his work time.  His lack of motivation was contagious and caused many other employees to become lax in their work habits, using him as precedent.  Giving him negative reviews year after year was difficult for me because I could not seem to relay to him my disappointment until we began our current system.  With our new HR management system, we are able to “weight” core competencies and expectations like reliability and honesty but through the addition of additional role-specific competencies. You are not guaranteed a raise — or a positive review — by just showing up and being trustworthy.  With expectations laid out in advance and a clear rating system, standards are set and employees have a better idea of how their performance will be rated. Wasserman: How have the peer reviews worked out? O’Leary-Rallis: The 360-degree reviews require accountability on multiple dimensions so that evaluations are not based on one person’s perception or perceived bias. The employee used as an example above is no longer in our employ due to the results of a 360-degree review.  He did not agree with constructive criticism and inputs of multiple co-workers and ultimately moved on.  In the end, we grew as a company.  Our overall employee turn over has gone down by 25 percent in the last year since we began making organizational changes including this new HR management system.  I believe we are retaining the right type of employee for our organization, and we are poised and expecting 30 percent growth this year.