openSAP

An Introduction to SuccessFactors Solutions

WEEK 2, UNIT 1
00:00:09

Hello and welcome to week 2. This is the session on getting started with SuccessFactors.

00:00:16

My name is Steve Gregory. I am a senior solutions consultant within the HCM line of business.
My role is supporting sales opportunities in the Northeast, around all of the SuccessFactors
modules.

00:00:27

So that includes product demonstrations and other support of the sales organization in the
northeast.

00:00:35

Last week, you learned why HCM is important to the accelerating change in the world of HR.

00:00:42

In this week's module, titled Getting Started with SuccessFactors, you will learn about the
following: Driving successful business outcomes, which is the focus of this particular unit.

00:00:52

And then we'll dive into SuccessFactors products, so the Talent Foundation Skills &
Compentencies.

00:00:59

Next would be the Talent Analytics & Planning areas. followed by Recruiting Marketing and
then Recruiting Management, the ability to manage those candidates through the recruiting
pipeline.

00:01:10

And then finally the SuccessFactors Onboarding module.

00:01:15

In this unit, we will focus on driving successful business outcomes.

00:01:19

We rely on HR systems, companies rely on HR systems to help transform business strategies

into business outcomes. Quantifiable, measurable business results.

00:1:30

So these are things like faster time to market for new products, driving employee engagement,
competitive differentiation,

00:01:38

and then to be able to quickly react to changing business requirements or market conditions,
as well as increasing, potentially, brand loyalty.

00:01:47

Technology does play a key role in that process. So rethinking HR strategies to respond to
these changes is only part of the puzzle. Without the right technology to support these
strategies, you'll come up short.

00:02:02

In the past, HR technology focused primarily on process automation.

00:02:07

Moving from paper to automation provided a lot of measurable benefits. Things like error
reduction, reduced cycle times, employee manager self-service portals give you efficiencies
and things in the HR department.

00:02:21

But to meet the needs of today, the technology has to change as well. It needs to encompass
much more.

00:02:28

First, it has to engage every employee in your organization. HR systems potentially touch
every employee in your company and HCM systems have some of the highest thresholds for
business system usability.

00:02:42

User expectations are changing all the time. People these days are more mobile and
collaborative and social,

00:02:49

and they expect those business systems to act like the consumer systems they use every day,
applications like Facebook and Amazon and LinkedIn.

00:02:58

Secondly, it has to drive simplicity. Gone are the days of endless configurability and multi-year
implementation projects.

00:03:06

Complexity really inhibits your ability to respond quickly. Simplicity enables you to respond fast
to the changes required in your organization.

00:03:17

And third, it does have to drive some degree of extensibility.

00:03:20

Regardless of the amount of standardization you can achieve or out-of-the-box capabilities you
can implement, there will always be processes unique to your organization that you have to
support.

00:03:34

So the technology must also provide a level of extensibility beyond what's delivered as
standard, but avoiding the complexity that traditional on-premise systems can introduce.

00:03:44

These key capabilities form the basis of what we do.

00:03:51

There are five key factors for the success that we'll go through. So achieving the results you
need from HCM technology requires that the technology be multidimensional.

00:04:03

Whatever your journey, SuccessFactors can get you there better with our unique combination
of five key success factors that comprise our HCM technology and help you translate your
business strategies into business outcomes.

00:04:16

Let's go into a little more detail around the five key factors that make up the unique
combination of our solution.

00:04:25

First is talent capabilities and core HR applications. We offer a comprehensive HCM suite that
encompasses all pillars of talent management.

00:04:37

That would be from recruiting, onboarding, learning, performance and goals, succession and
development, and compensation management,

00:04:44

as well as a modern, global core HR system of record called Employee Central for
organizational management, things like payroll, HR help desk, etcetera.

00:04:55

Many vendors go wide but shallow; others go deep but narrow, offering point solutions.
SuccessFactors goes wide and deep, offering you the ability to run nearly all of your HR
processes from a single system.

00:05:08

This also illustrates a key benefit of SAP and SuccessFactors coming together while we have
over 1,200 people dedicated to our HCM solutions

00:05:19

Next is content. In order to really drive employee engagement, the processes they touch need
to be easy to use and anticipate what the user wants to accomplish.

00:05:29

In SAP SuccessFactors, we support over 19,000 unique HR content elements, fully integrated
with our HR processes to enable and engage end users.

00:05:40

Content includes everything from job families to skills catalogs to compensation benchmarking
and dashboards. It's all there so that when you come to deploy, you don't have to go and
create it all from scratch.

00:05:53

This is why deploying a cloud solution is so much faster than deploying an on-premise

solution. In an on-premise solution you build all this, customized based on your environment.
00:06:03

But in a cloud solution, we give you the catalogs and the universe of content for you to use.

00:06:09

Specific examples include things like our Writing Assistant tool for doing performance and 360
assessments to be able to give advice and understand, be able to describe the behavior of an
individual around a set of competencies.

00:06:25

We provide content in a Coaching Advisor to allow for managers and other individuals to
provide coaching advice around competencies and behaviors within a performance or a 360
assessment.

00:06:39

As well as Legal Scan for monitoring and making sure that individuals are not using
terminology that might be either offensive or have legal implications further down the road.

00:06:52

Those are examples of specific content we provide. Third is the ability to provide analytics.
One of the key benefits of implementing software is that it creates a tremendous amount of
data.

00:07:04

The goal is to be able to take that data and make sense of it, and use it to drive your business
execution.

00:07:10

To use it to discover what's happening, to measure those results, and then be able to deliver
information available to anyone who needs it.

00:07:19

For example, you might notice an increase in deal close times in a certain region and discover
that a large numbers of the sales reps in that region have been insufficiently enabled, haven't
had the proper training going forward.

00:07:35

An outcome would be to implement a new training program and measure not just the
participation but the deal close rates

00:07:41

and then provide that information, send that information to the sales managers and executives
in those regions, making it available on things like iPads or iPhones.

00:07:50

That's what we mean by business execution. Yet traditionally, HR has struggled with data for
many of the reasons we've talked about, particularly around things like no support from IT, no
standardization, scattered, disparate systems.

00:08:04

With SuccessFactors, we've gone beyond the traditional business intelligence/business

warehouse approach. Building on our content strategy, we've built not only the infrastructure to
consolidate data

00:08:15

from multiple systems if necessary; not just SuccessFactors and SAP, but literally any
systemand also provide content to get you up and running quickly.

00:08:25

In addition to the data repository, we provide over 2,000 predefined KPIs and metrics,
supplemented with advice and guidance on how to interpret the data and take action.

00:08:37

And, because we host these systems, we can consolidate and leverage and average the data
across and turn that back into benchmarks

00:08:45

so that you can utilize those benchmarks to measure yourself against other peers or similar
industries or similar size types of companies.

00:08:55

Additionally, technology does matter in the cloud. It used to be a key message that technology
didn't matter much,

00:09:06

and that was mostly because the technology was limited to integration with cloud systems and

on-premise solutions.
00:09:12

But as the functional scope of cloud solutions has greatly expanded, technology is becoming
more and more important. Technology needs to be secure, open, and extensible.

00:09:23

Secure in that employee data is highly sensitive. Countries around the world issue specific
regulations on how data must be secured.

00:09:31

At SAP SuccessFactors, we continually monitor those changes in data security and privacy
regulations.

00:09:38

With our solutions, you don't need to track and analyze things like legislation, privacy laws, EU
requirements, etc. We do that for you as part of the service.

00:09:50

Second, it has to be open. No HR system is an island unto itself. HR data has to be interfaced
with those processes and connected to multiple systems throughout your enterprise and
beyond.

00:10:05

A strong integration platform and robust set of APIs are a necessity. And once again, content
is king.

00:09:12

We also design, deliver, and maintain packaged integrations to connect SuccessFactors to

external systems, third-party systems such as Kronos and Benefitfocus

00:10:22

and as well as a catalog of productized integrations for SAP customers to connect

SuccessFactors solutions with their on-premise SAP ERP and HCM solutions.

00:10:34

And thirdly, the system needs to be extensible. As stated earlier, there is a benefit in
standardization and simplicity.

00:10:42

But especially with Core HR, one size rarely fits all and the need to easily extend is mandatory.

00:10:48

Whether it's union contracts, unique and differentiating processes, or something based on a
company tradition or company policy, you need to supplement these best practices with your
own best practices.

00:10:59

We are the only HCM cloud provider in the market who offers virtually unlimited extensibility
that's easy to implement and easy to maintain.

00:11:08

We do this through our Meta Data Framework, which enables you to easily add custom
objects, tables, and other related processes, workflows, and user experiences around that
data.

00:11:18

And secondly, our HANA Cloud Platform (HCP) enables you to build custom processes and
applications based on your unique ideas, processes, and needs around your specific
organization.

00:11:32

It integrates directly with Employee Central and other SuccessFactors solutions to make endto-end process integration much easier.

00:11:41

And lastly, it needs to have a modern user experience. So the fifth key success factor is a
modern UI.

00:11:50

Every employee in the organizationwhether they're full time, part time, contingent,
contractors, managers, executivesall are potential users of these HCM systems.

00:12:00

And the ability to easily use these systems by these end users is a key driver of employee
engagement and has a direct relationship to their productivity.

00:12:10

But as we've discussed, expectations of all these end users have changed. They demand that

business systems they use on Monday behave like the consumer systems they've used over
the weekend.
00:12:21

Once again, SuccessFactors is taking a multidimensional approach, in this case to user

experience, focusing on four areas in user experience.

00:12:30

User interfaces that are contemporary and modern; no one wants to use systems that look
outdated or a green screen, certainly.

00:12:38

Connecting collaboration capabilities is another key element. The ability to integrate and use
things like SAP Jam and integrate those into those core HR processes as part of that workflow.

00:12:53

Embedding content into the interface to help users get through the process easily and quickly.

00:12:58

And then finally, delivering key processes on mobile devices to ensure that those employees
who are connected anytime and anywhere have the access they need.

00:13:09

So in summary, the demands of your HCM technology have changed, and SAP
SuccessFactors has taken a multidimensional and comprehensive approach toward a solution.

00:13:21

HCM technology investments today are for the long term and this ensures that they are futureproof.

00:13:35

So driving those successful business outcomes with a product that is a mile wide and a mile
deep in terms of capabilities.

00:13:44

All of the five SuccessFactors key elements that we just discussed are embedded within our
comprehensive suite of applications

00:13:53

and encompasses all pillars of talent management, from recruiting, really, pre-hire; to recruiting
and onboarding; learning within your organization, learning and development;

00:14:04

performance management and goals capabilities; the ability to manage things like succession
and development programs;

00:14:11

as well as a full compensation management and planning application, all built on top of a
global core HR, payroll, and HR shared service center.

00:14:22

With SuccessFactors, you can start literally anywhere, but go everywhere to ensure that you
are addressing the biggest opportunities and needs for your organization.

00:14:31

Over the coming weeks you will hear about each of the components of the full suite that are
reflected here in this slide.

00:14:39

What I will do quickly here is take you through a very high-level hire-to-retire product footprint,
giving you a glimpse into the user experience and the application as well.

00:14:51

So let me go ahead and bring up my browser here.

00:14:57

So what we're looking at here is a manager's or an executive's home page. You can see that
there is a variety of information that is personalized to this individual, that is being delivered to
her.

00:15:10

There are things like analytics and metrics. One of the core tenets of our analytics is the ability
to configure headlines and have the system make sense of the data for the user.

00:15:21

So as opposed to giving a chart or a graph, give a natural language type of message to that
individual letting them know, as in this case,

00:15:30

that their number of successors in critical job roles is below the target that you've set for

yourself as a company.
00:15:36

So to be able to deliver not only charts or graphs but also information or make sense of that
data for the user.

00:15:44

This portal gives this user a direct insight into all of the talent as well as core HR applications.

00:15:52

These tiles and things that are here are configurable, as well as configurable by the end user,
so the end user can move around the elements that are displayed here and make the
experience their own.

00:16:05

As a manager or a senior leader in the organization, this individual, Mya Cooper, has insight
into her team,

00:16:13

as well as to other things like what's happening within the job requisitions that she may be
managing or may be responsible for.

00:16:22

All of this is built on a foundational element. So I'm going to go into an organizational chart
here and show that we have an org chart that will reflect the organization dynamically.

00:16:35

So as people move through the organization or move from a particular manager, they will
automatically be reflected in that organizational chart and shown directly dynamically in that
output.

00:16:53

So here you see Mya Cooper's organization. She can drill in and see the folks that report in to
her.

00:16:59

At any level of this organization, Mya has insight into things like contact details, but also the
ability to drill in and further understand more detail or take some sort of action.

00:17:11

So things like manager self-service capabilities or employee self-service capabilities are

available through the quick card here.

00:17:19

So Mya can go into Geoff's record and change his job or compensation information or take
some sort of other action, or simply view data about him.

00:17:30

So something like a talent profile about one of her particular employees might give her insight
into where this individual is,

00:17:38

might be able to understand and set certain talent attributes around whether they are at risk of
leaving or whether they are a future leader within the organization.

00:17:50

So the talent profile forms a foundation for all the applications that are layered on top of this.

00:17:59

From a hire-to-retire life cycle, I'll quickly go through this and show that Mya, as a manager,
has insight into the job requisitions that she has open.

00:18:12

She can see that there are four candidates right now that are in consideration for this
operations manager position.

00:18:18

And if I drill into that particular workflow, we see that this is the talent pipeline that's been
established for this particular requisition. All of these things are completely configurable.

00:18:30

We have four candidates in various stages of the pipeline here. You can see those individuals
reflected here. We can manage things like internal and external candidates in that process.

00:18:43

And ultimately manage them through the interview process through the process of actually
selecting the right candidate and hiring them and making them an offer, as you see we've done
here.

00:18:55

We've made an offer for one specific individual in that process here. So this offer can be
managed completely online.

00:19:03

The candidate can accept that offer online and at that point, can be then onboarded effectively
into the organization.

00:19:13

I've got a glimpse of Natesh's onboarding portal here. Assuming that he's accepted that
particular offer,

00:19:21

then we have the ability to effectively onboard Natesh in this organization. And that not only
includes things like paperwork, but it can include things like

00:19:31

connecting Natesh to other peers, providing him the right resources and people to make him
successful in those initial weeks.

00:19:40

So this is the same portal, but because Natesh is a new hire there is a wizard that will walk him
through setting up his profile, maybe recording his name and other information about him as
well,

00:19:56

as well as the ability to push out specific detail to him. So you can see that Mya, as his
manager, has pushed out a welcome postcard,

00:20:06

has connected him with different people to meet, such as maybe a new hire mentor or new
hire buddy as its referred to here.

00:20:14

We can push out things like the paperwork. Any paperwork that Natesh hasn't completed can
be completed right through the new hire portal.

00:20:23

As well the manager, Mya, can establish things like goals, new hire goal plans, 30, 60, 90day
goals for Natesh in the organization.

00:20:32

The ability for Natesh to know, understand, exactly what's required of him in his initial job
coming into the organization.

00:20:41

We could also push out things like learning, automatically join him to collaborative communities
such as a new hire collaboration work group that he then can ask questions of people,

00:20:51

get other details and things about the organization. So the new hire experience can be
managed by the manager, and enables the manager to really connect that new hire with the
right resources and people,

00:21:04

as well as activities and tasks to be effective in those first critical 60, 90, 120 days of
employment.

00:21:13

Once we have that individual on board, we can then manage them through the processes such
as the ability to set up a performance goal plan, and then to measure them at the end of that
process.

00:21:27

So we can set up things like goals and align goals throughout the organization to key initiatives
or objectives that your company may have.

00:21:38

And at the end of your performance process, then to be able to effectively measure those
individuals in terms of how they're doing.

00:21:47

So this is a team overview showing where each of the individuals on my team are in relation to
their performance process.

00:21:55

And we'll quickly give a glimpse into a performance form that will show the various elements
here. As I mentioned earlier, we'll be going into detail on each of these components in

subsequent sessions.
00:22:06

This is Armando's performance review and the various information and things that are
available as part of that.

00:22:12

So here's where we would typically be rating performance goals and competencies and other
capabilities here.

00:22:18

Mya also has the ability to access things like compensation. So compensation from a planning
perspective, so as part of your planning cycle.

00:22:32

There may be compensation merit increases and other incentive types of bonuses that we're
managing through the process.

00:22:39

And Mya has direct insight into those processes here, so you can see the individuals in her
organization and she can see the overall process of what's happening, what the merit increase
is going to look like,

00:22:52

what their incentive plan may look like from either an equity or a bonus structure. All that can
be managed in the application itself.

00:23:00

Additionally, you have the ability to set things like eligibility criteria, guidelines around what
those raises and merit increases and things might be.

00:23:10

So we want to ensure that we effectively compensate those individuals, especially the ones
that have done well on their performance reviews.

00:23:18

We can do that effectively through things like calibration sessions, where we might take all of
the performance reviews and roll them up by organization or division

00:23:28

and look at the overall distribution of ratings and make changes or adjustments accordingly so
that we ensure that we are rewarding the people that are truly the high performers in the
organization,

00:23:38

that managers are being consistent, manager to manager, as far as rating their people in the
organization.

00:23:46

Additionally, we have the ability to then look at the retirement or the succession plans for
various individuals.

00:23:56

So if we've assigned goals, we've measured them properly through things like performance
reviews, we're rewarding them in compensation...

00:24:03

at some point people may leave the organization or may leave our company and we want to
make sure we have things like succession plans in place.

00:24:11

So we have the ability to manage a succession pipeline around either people-based or talentpool-based.

00:24:19

And we have a robust search that we can go through to understand and find people maybe
across the organization that may be at or near a certain profile we're looking for,

00:24:30

that have a certain set of criteria or characteristics. So you can see we have a succession plan
in place here for Geoff. He has two successors that have various readiness associated with
them.

00:24:43

So in this case, Jada is ready for this particular role in one to two years. So more than likely we
have things like development plans and development goals established for those individuals.

00:24:53

Succession can marry closely with development planning, career planning, and things for your

individuals as well,
00:25:01

to be able to make sure that we are developing those individuals into the roles that we've
identified for them.

00:25:08

That can also dovetail into things like learning. So learning can not only be around
developmental learning that an individual might need to be part or to move into another role
within the organization,

00:25:22

but things like compliance-related learning and other types of initiatives that you have to
measure within your organization can all be delivered through the learning portal,

00:25:31

where an individual can be automatically assigned learning based on their job profile, their
location, or really any attribute about them, to really ensure that from a compliance perspective

00:25:43

that the people have the right learning or training in their learning plan for the job or role that
they're in.

00:24:49

So for some organizations that are heavily regulated where you may be audited around those
things, we can ensure that the learning is associated properly and then completed on time.

00:26:02

So we can monitor things like due dates and other abilities as well. And again, we will be
drilling into much more detail in subsequent sessions.

00:26:11

And lastly, I'll give a glimpse into the analytics, so the ability to take and measure all of that
detail,

00:26:19

so the ability to roll up information and bring in data not only around things like hire rates and
termination rates and things within your organization, but to pull data in from other applications.

00:26:32

So maybe we want to measure employee engagement, and that may be measured by a third
party for you.

00:26:28

That type of data can be brought into the analytics solution and then correlated to other
aspects of the system. So what is the effect of a low employee engagement on performance
ratings,

00:26:49

or termination rates and other types of things. So the ability to now measure and act on all of
the things that are happening across all of your core talent processes.

00:26:59

And then with this type of detail, we can then take that into a workforce planning methodology.
There's an embedded tool, methodology, and again set of content

00:27:10

to allow you to measure and manage strategic workforce plans, the ability to marry those
strategic objectives of your company to the long-term or the implications that it might have on
human capital.

00:27:26

So looking at critical roles and jobs within your organization and understanding where the gaps
might be going forward

00:27:33

and we can identify those gaps and utilize those given the predictive capability of the tool
based on all the analytics and things that we have captured up to this point.

00:27:46

So that is a quick glimpse into the hire-to-retire platform and this ends the Driving Successful
Business Outcomes session. Thanks for attending.

WEEK 2, UNIT 2
00:00:09

Hello and welcome to week 2, unit 2. My name is Steve Gregory. I'm a senior solutions
consultant in the HCM SuccessFactors line of business.

00:00:19

Today we're going to focus on the SuccessFactors Talent Foundation, which includes the skills
and competency models which are critical for talent processes.

00:00:29

SuccessFactors Foundation is the basis for all of the talent solutions, and we will look at those
shortly.

00:00:36

Job Profile Builder and the skills and competencies area provide a framework across the talent
processes to compare apples to apples, to compare people accordingly.

00:00:46

Job Profile Builder allows you to define job profiles with descriptions, competencies, skills,
certifications, really any requirement that is needed for a particular role.

00:00:57

Job profiles are used in many talent processes. For example, searching for successors in
succession planning, matching people with the right jobs,

00:01:06

defining deficiencies between jobs and incumbents and proposing training based on the gaps
that are identified in those competencies.

00:01:14

In recruiting, job requisitions are created based on job profiles. This way, companies make
sure they hire the right skill set for a particular role.

00:01:22

As part of the SuccessFactors Foundation, we deliver a set of competencies, and optionally

can provide a skills library as well.

00:01:30

If we want the elements of talent management to fit together, we need to make sure they are
grounded in a solid foundation. This is the key to effective talent management.

00:01:40

There are three pillars that make up the foundation for an integrated talent management
solution that will drive these measurable results that we've been talking about.

00:01:49

First and foremost, people. We need to reach people with the information and services they
need to be successful and to grow and contribute in those roles.

00:01:59

We need a blueprint or a framework that helps you define your key talent reference points and
helps you to reach a common understanding of the what and the why to define the how.

00:02:11

We then need to be able to make the right decisions that have an impact on the business,
utilizing all this information.

00:02:18

For that, you also need to bring decision makers together into those conversations and the
results out of those will be the decisions and actions needed to drive the business forward.

00:02:29

Let's get into those core capabilities that make up these pillars of the foundation and then
ultimately that enable the talent processes.

00:02:38

When we talk about the skills and competencies models, organizations today lack a clear
framework, a framework that is clear and transparent,

00:02:47

and a framework that will help you get an understanding of what exactly they're managing in
that talent management process.

00:02:55

For example, if we identify critical skills for the growth of our business, how do we make sure
we hire exactly for that skill set,

00:03:03

have development and learning activities lined up to help people acquire these critical skills,

10

and then evaluate them and make sure we reward them accordingly?
00:03:10

There is no room for interpretation if we want to be successful.

00:03:14

But the structures available need to be flexible because the needs of the business change and
we need to help our talent adapt to these needs.

00:03:22

SuccessFactors helps with a solid set of core capabilities to create that framework.

00:03:30

Starting with the Talent Foundation, Job Profile Builder is the central component that allows
you to manage the talent demand and match it with your supply.

00:03:40

Here is where you specify what the business needs. You define and describe the job families
and jobs using templates.

00:03:47

And you identify the competencies and skills, including proficiencies required in the jobs, so
your business can achieve its objectives.

00:03:55

These clear definitions enable you to compare people using the same set of criteria.

00:04:01

For example, you can define the specifics of a particular role and the skills and competencies
required to be successful in that role,

00:04:08

and then use that as the basis for a job requisition so that you can ensure you hire people who
match those specifics.

00:04:16

You can also compare those requirements and the people currently in that role, and promote
or compensate your high performers.

00:04:21

Or alternatively, you can identify competency gaps and use the SuccessFactors Learning
application to find the knowledge assets that will help close any competency gaps identified.

00:04:32

You can also use job profiles to find people internally who match the skills and competencies
for a particular role that you are trying to fill.

00:04:41

You can then identify them as potential successors and make them part of a talent pool.

00:04:49

The Skills Library is an add-on, optional component. It contains content that helps you jumpstart skills management and define the skills required for the various positions in your
organization.

00:05:01

The library of skills is organized into business categories and includes over 14,000 different
skills and knowledge elements,

00:05:10

250 sample job families, each with 4 to 7 job roles and pre-mapped skills, as well as 5 levels of
proficiency for each of those skills.

00:05:23

SuccessFactors Foundation really fuels all the talent processes, providing core capabilities that
are critical for your talent programs and initiatives.

00:05:33

To give just a few examples: The employee profile brings together all the information from the
different areas of talent management and paints a comprehensive and searchable picture of
the people who make up your work force.

00:05:45

In Recruiting, we can create requisitions that are based on job descriptions.

00:05:49

Competency-based learning identifies competency gaps between jobs and their incumbents
and proposes appropriate learning activities.

00:05:57

In performance management, managers can set goals and then evaluate performance against

11

those goals and against the competencies or behaviors required for the role.
00:06:06

In Compensation, job profiles form the basis for rewarding and promoting to the next job level.

00:06:14

And in Succession & Development, we can rely on Talent Search to find and nominate
successors for particular jobs, find people that are at or near a certain profile.

00:06:23

And then based on those job requirements, we can determine the readiness of those potential
successors.

00:06:28

Using tools like presentations, we can then engage decision makers and other individuals and
leaders in the process.

00:06:36

So let's now let's have a short demo before we finish up this unit. I'll give you a little insight into
the foundational components, as well as some of the tools that are available within the
application.

00:06:46

And then in the next session, we will learn about Talent Analytics & Planning.

00:06:51

So let's go ahead and get into the application.

00:06:55

So we're going to look at the application really from an administrator perspective first.

00:07:00

So we'll look at kind of the core foundational elements and then we'll see that in action in
things like talent profiles and talent searches and things that are available.

00:07:09

So let me go to the administrative tools here. My user here is an administrator.

00:07:15

This is the area of the application where we administer all of the talent processes, so things
around performance, succession, recruiting, all those elements, learning, all come together in
the administrative tools.

00:07:26

And then depending obviously on my rights and privileges, I will have access to different
administrative functions, potentially.

00:07:33

So what we're going to look at now is the areas that make up the job profile. There are
essentially three components.

00:07:40

There's job profile content, which is the definitions and the tables, if you will, of all the elements
that you would utilize in a job description. So there's content.

00:07:50

There's the ability to create templates, so you can have different profile templates that include
different sections. So if you have highly technical areas of your business,

00:08:00

you can define a very technical profile with much more detail and many more requirements
that are part of that profile, versus a generic kind of corporate template if you choose to.

00:08:12

So we have content, we have templates, and then we define the actual profiles themselves,
associating them to jobs and roles within the organization.

00:08:20

So we'll step through this very quickly and again look at some of the output of this.

00:08:25

From a job profile content perspective, these are the tables that make up the various areas. So
here is where we can come in and define the various components.

00:08:36

If your jobs and roles have things like physical requirements or industry experience or other
types of things that you need as a requirement for particular jobs and roles,

00:08:45

you can add the elements or the tables to the system to pull from. So for example, there may
be a set of certifications that you're looking for within your particular industry,

12

00:08:55

and you can define what those certifications are and what they look like within the
organization.

00:09:01

You also can see here where, as we mentioned earlier, that SuccessFactors provides a
competency library.

00:09:10

But you also have the ability to define your own sets of skills and competencies or bring in
third-party content that you may have acquired. In this case, we'll look directly at the
SuccessFactors library.

00:09:21

And we'll take a quick look at one of the components here. So for example, you see the
various competencies that we have in this table. So Acting Strategically is a leadership
competency that's part of the model.

00:09:33

And here you see the definition of what that looks like overall, as well as the relative behaviors
that go into that.

00:09:40

So misalignment, assign activities, define job tasks, recognize people. Those are the various
behaviors that make up that particular competency.

00:09:48

And what we then allow you to do within the application is rate an individual either at that
competency level or at those individual behaviors and calculate those overall competencies.

00:10:00

And these things roll up into various competency categories or families, if you will.

00:10:07

So we allow you to define the various content or tables that are going to make up the input or
the content of your job descriptions. We then allow you to define templates.

00:10:20

A template is exactly what it states. It's a template for the different job types that you might
have. So if you have...

00:10:30

in this case we have a Healthcare profile or an Operations profile, which might be different
than the Enterprise job profile.

00:10:37

In this, we can define the various sections that make this up. So what are the jobs that we're
going to associate this with? What job families are we going to associate this particular
template with?

00:10:47

And then in that, we can then define the various sections that will be part of that template. We
haven't actually defined the content here; we're just defining what the structure of that profile is
going to look like.

00:10:57

So for the Enterprise job profile, we have a description, we have job duties, competencies,
skills, educational background, and then a conditions of employment component to that.

00:11:08

And then lastly, as part of the structure here, we want to define the actual job profiles. So what
is a job profile? What does it look like within the organization?

00:11:18

So if we take a job like the director of sales, we can associate that to a particular job role or a
variety of different positions within your organization.

00:11:30

And in this, then, define what that exact job consists of. So as a director of sales, here's the
description of what that individual needs to posses.

00:11:41

Here's the various job duties that are associated with that particular role, the competency
framework. And you can see here we have a skills profile associated as well.

00:11:50

And we can define the various proficiencies and things within that, as well as here you see
education and conditions of employment.

13

00:11:58

So what we've done is we've taken elements of the job profile content that are associated with
the template we've defined

00:12:05

and put in the actual components of what it takes to be a director of sales, in this particular
example.

00:12:12

So this is the job description that we can now manage. And then from within that, we then have
the ability to then see how individuals are stacking up against that profile.

00:12:24

So we can do that in things like the Performance Management solution. We can utilize that
profile to go hire a director of sales.

00:12:32

We could also utilize that profile and the aspects of that to go find somebody in the
organization who might possess the competencies and behaviors and other types of things
that are required for that particular role

00:12:43

and maybe move them or promote them into that particular role. So what I want to do here is
go look at a particular individual.

00:12:51

So we're going to take an individual like Marcus Hoff and we're going to look directly at
Marcus's talent profile.

00:13:00

The talent profile, again, for those who have seen the first recording, the talent profile is all the
elements of the application

00:13:10

and can be utilized to make decisions about people that we either want to promote or move or
succeed in certain roles.

00:13:18

This is Marcus's talent profile, and you can see the various elements of his job or role. We see
various talent information and things for him. So we see his skill profile.

00:13:30

These are the skills that he's been assigned to and we can see here from the profile that we
can allow for the manager and the employee to assess themselves...

00:13:40

the employee to assess themselves or the manager to assess the employee around that skill
profile, what that's going to look like.

00:13:47

But we also have things like work experience, functional experience, all the elements or history
or the online resume or CV that Marcus holds.

00:13:57

These are all the elements that make that up. But notice at the top here as well that we have
direct insight into that job description.

00:14:07

So Marcus, as a director of sales, this is the detailed job description that makes that up. So
we're just going to bring that up from an end-user perspective

00:14:15

and see that here is the job description that we've defined for that particular job or role.

00:14:21

And as I said, this can then be used to evaluate Marcus in his current role or could then be
used to find another director of sales if we have an open position or an open head count in that
regard.

00:14:33

So the profile and the job descriptions really form the basis for all the other talent applications
that are running across that. And all of the applications utilize the same profile and data to
drive the various results.

00:14:47

So for example, Performance utilizes the Competency model for assessments and
understanding where somebody is in their job or role around those competencies or behaviors
required for that job.

14

00:14:49

Again, recruiting can utilize the job description, but we can utilize the job profile data for that
individual. We can utilize that talent profile

00:15:11

to determine whether or not we want to promote Marcus or move him into another role based
on his background and the information that drives him and the information that he has in that
profile.

00:15:23

All of this can come together in the Succession tool, where we can then identify potential
successors

00:15:31

and utilize that talent profile information to understand the readiness of a particular individual
for a job or role that they may be in.

00:15:39

So Carla here has a set of successors that have been identified. Marcus of which has actually
been identified as a Ready Now successor.

00:15:48

Because of his background and information, he could step in and do Carla's role if Carla were
to leave the organization or maybe move or be promoted into another role within that.

00:16:00

Again, the profile really forms the foundation for everything that the SuccessFactors talent
applications do.

00:16:06

So that's the end of week 2, unit 2. Thank you for joining.

15

WEEK 2, UNIT 3
00:00:09

Welcome to week 2, unit 3. I'm Steve Gregory, a senior solutions consultant within the HCM
line of business, focusing on SuccessFactors applications.

00:00:19

In this particular unit, we're going to focus on SuccessFactors Talent Analytics and Planning.

00:00:25

Talent analytics and planning really need to be embedded in every part of everything we do.
It's been said if we can't measure it, we can't manage it and we can't improve it.

00:00:35

So as part of that, we provide over 2,000 KPI metrics, as well as benchmarks with the
application

00:00:45

that provide advice and guidance on how to interpret the data and then be able to take action
from that.

00:00:50

You can literally see what is happening with reporting but also figure out why its happening
through analytics

00:00:57

and then make meaningful changes in your business to impact the results that your business
will get. This is a very unique capability that we are offering to organizations.

00:01:08

A recent study by Bersin by Deloitte talked about organizations that embrace workforce
analytics and planning and how they're outperforming those organizations that don't.

00:01:21

The ones that embrace this are getting a 30% greater stock return than the average. They
have 79% higher return on the equity within their organization.

00:01:33

15 times improvement in customer satisfaction. Two times as likely to improve their leadership
pipelines and two times greater talent mobility within those organizations.

00:01:46

So embracing this capability really helps organizations outperform their competitors and the
people in their industry.

00:01:57

However, the road to success has many hurdles in a lot of organizations.

00:02:04

We've identified three of the major ones that we typically see in organizations here.

00:02:09

The capability being one of the biggest hurdles is that analytics has traditionally not been the
domain of HR. It's typically been focused on IT and other areas of the business.

00:02:21

Complexity is also a hurdle, as accessing HR data from multiple sources is difficult and
analytics solutions are hard to use for anybody who's not a specialist in that area.

00:02:34

So this has been a big hurdle in complexity.

00:02:37

And then criticality. There's been a lack of executive ownership in many organizations

00:00:44

and an atmosphere of deferral with relation to getting meaningful metrics and things out of their
HR organization.

00:02:53

SuccessFactors provides the solutions for making these data-driven decisions that you have.

00:03:00

And really, it's solutions for every step of your transformation, every step of the journey that
you're taking.

00:03:08

We provide access to operational reporting and analytics with embedded intelligence with the
application. We'll see some elements of that.

00:03:18

We allow you to bring HR data and non-HR data into a single application and then be able to
report or correlate that information across the workforce metrics and analytics that we provide.

16

00:03:30

And we also provide the ability for you to equip your central planning teams and be able to
guide and predict tomorrow's talent decisions with our Workforce Planning application.

00:03:41

So now I'm going to show you a short demo that will focus on the Talent Analytic and Planning
and start with things like

00:03:48

some traditional operational-type reporting and move quickly into the analytics and planning
capabilities of the solution.

00:03:56

So I'm going to access a user here, Carla, who happens to be a senior level executive or
individual, higher up in an organization.

00:04:07

As we've seen so far, each user has a unique portal for them that will have various To Dos and
other activities and things that Carla needs to perform

00:04:18

as well as things like access to her team, requisitions, and other areas within the system.

00:04:23

But you'll notice that there's an area here around a termination rate.

00:04:29

One of the core tenets of the Workforce Analytics solution is the ability to take information or
data that's within the application and make sense of that data for the user.

00:04:39

So instead of just giving Carla a chart or a graph of her termination rate, we're telling her in
plain English what's happening with that termination rate.

00:04:49

She's crossed some sort of threshold that's either a benchmark or of concern within the
organization, or may even just be simply a period-over-period change that's of concern.

00:04:59

And you'll see in a second we have the ability to drill into that. Now, Carla can have a variety of
different headlines that she subscribes to or that have been pre-subscribed for her.

00:05:10

So if your organization has gender and diversity types of initiatives internally, we're getting
away from a benchmark around staffing rate for minority managers.

00:05:20

There may be some elements around things like a male to female staffing ratio that we want to
complete. So you can see the color denotes the severity.

00:05:30

But we're also, again, telling Carla what's happening within her organization.

00:05:35

So if we go back to that first metric, Carla then has the ability to take an analytic like a
termination rate and drill in and see exactly what's happening within her organization.

00:05:46

So what is contributing to that particular component? What areas of the business are of
concern and where might people be leaving the organization?

00:06:00

Can we get to root causes and things that are happening within the application as well, right?
So we're telling Carla that her termination rate is too high. She's crossed that threshold.

00:06:10

And we're also showing her where some of the dimensions that this is of concern. So certain
managers or organizational tenure.

00:06:17

You can see Carla's organization has a high turnover within the first couple years of tenure.
That's of concern.

00:06:23

She's also lost of series of folks that have been identified as high-potential employees.

00:06:29

So with this type of detail, Carla can still drill in and understand the impact of the people that
have been affected.

00:06:36

So who are those high-potential employees that left the organization?

17

00:06:41

And provided you're capturing things like separation reason and whatnot, we can identify some
of the causes behind what's happening.

00:06:50

So we have folks who are leaving the organization because of job competition, job
dissatisfaction, again job competition and other areas.

00:07:00

So it would appear that there may be some career or job dissatisfaction that's going on within
Carla's organization.

00:07:08

So Carla can now work with her HR business partner to get to what are areas that people are
struggling with and what do we need to do to stem this tide.

00:07:19

In addition to letting Carla know where those problems might lie, we can also show her areas
of note, in other words, where we're doing well in this particular area.

00:07:30

So once we get people beyond a certain organizational tenure, the termination rate becomes
much more manageable.

00:07:38

We can also be predictive and start to identify of the demographics of the people who left the
organization, here's the categories and things that they fall into.

00:07:48

And because of that, here are some other folks that may be at risk of leaving.

00:07:52

So utilizing those characteristics to identify folks that may be in danger, and then through our
content that we provide, give Carla some areas that she can focus on

00:08:03

to help stem that tide. So what are the things that Carla can be doing right now to mitigate that
risk of losing these individuals.

00:08:11

So the analytics form the basis for these types of headlines

00:08:18

and it gives you the ability to push these types of natural language elements out to your users
and let them understand what's happening within their organization.

00:08:30

You'll also notice that we embed metrics into the various roles and components.

00:08:35

So later on you will see in the Compensation area that we can embed various metrics and
analytics as a compensation planner is going through the process.

00:08:44

We can also highlight operational types of things that are happening within Carla's
organization. So for example, here we're looking at successors by role,

00:08:54

and how many people we might have that are ready now versus ready one to two years out.

00:09:00

So if we need a director of sales and we don't have an individual who's ready now, we can drill
in and understand what's behind that

00:09:07

so we can further filter that particular metric with that particular report and understand the
people behind that and what's happening.

00:09:16

So who are those individuals who are one to two years out for this Director of Sales role and is
there anything we can do to move them along in the process.

00:09:25

Maybe we want to go look at their development plan or some other aspect of the system to see
what track they're on from a development perspective.

00:09:33

So we make analytics available throughout the application. So when we talk about reporting
and analytics within SuccessFactors, they will appear in a variety of areas.

00:09:45

And again, you'll see some of this in Compensation and Succession as we go through those

18

modules in subsequent sessions this week.

00:09:54

So let's to go take a quick glimpse into some of the analytics areas as well as the dashboards
that are provided with the solution.

00:10:03

So I'm going to go to the analytics pages here and we'll start with the dashboard views.

00:10:10

Dashboards really provide insight for managers and other key leaders within your organization,
provide insight into the processes that are happening right now.

00:10:21

So for example, the succession programs and things that are going on within the organization.

00:10:28

These are things that are operational in nature, what is currently happening across our
succession programs.

00:10:35

Let's look at the readiness, again being able to drill into and understand what's happening
within these.

00:10:41

Or maybe we want to be able to look into the Performance and Competency dashboard.

00:10:47

The ability to look into the performance process and understand people who are behind on
their performance reviews.

00:10:55

Or what the bell curve distribution of performance ratings is across an organization.

00:11:02

So the dashboards, again, provide insight into what's happening with a given process within
the application. So you can see here we have a series of performance forms that are overdue.

00:11:13

Again, I can drill in and understand who those individuals are and even e-mail them right out of
the process. So the ability to take action upon those things as well.

00:11:24

So those are operational types of things and we have really a plethora of different dashboards
and standard reports that are available around all of your talent processes.

00:11:35

Where we then want to make sense of the data and understand what's happening is in the use
of the workforce analytics.

00:11:42

You had a glimpse of this in the home page. The headline is a headline based off of a metric or
an analytic.

00:11:52

What I'm going to do here is drill into an analytic dashboard that we're going to look at.

00:12:01

And here what we've done is this could be a manager's Key Metrics component. It could be an
executive.

00:12:10

Whatever those 6, 8, 10 KPIs or key measures are that your organization tracks can be
brought together into a dashboard and give that manager insight into what's happening across
the organization.

00:12:23

So you can see here we're looking at things like staffing rates and here we're looking at
contingent workforce. We might be looking at training penetration rates from a learning
perspective, what that looks like.

00:12:37

Average workforce age. Are we getting up in age from an organizational perspective?

00:12:42

But you'll notice also that we can bring in data from other systems, so maybe we're pulling
things from a financial system or directly from SAP Financials, for example,

00:12:51

and correlating that to human capital metrics. So what is our operating profit per full-time
employee that we have within the organization, or full-time equivalent?

19

00:12:59

What's the readiness rate of our successors? So all of these are different metrics that we
provide as part of the solution.

00:13:08

And you see those different metrics represented in these categories over here on the left. So if
we were to take something like the...

00:13:17

let's see, we're looking at the actual reports here. We take the different metrics packs that
we're looking at, we take something like mobility, we can look at a termination rate, for
example.

00:13:28

A fairly common metric. Let's look at our voluntary termination rate.

00:13:33

What we're now going to look at is the actual metric or a metric page for this particular KPI.

00:13:41

In this, we have the ability to export this data directly into a PDF, Word, or PowerPoint. Or into
Excel, where we have a table embedded on the screen.

00:13:54

Additionally, we can look at a benchmark view so we can analyze how we're doing as an
organization against other people in similar industries or similar companies.

00:14:06

Location size, employee size, different ways that we can look at how we're doing from a
median or 25th/75th percentile across those various organizations.

00:14:20

And we can utilize this benchmark data to understand how we're performing. We can also use
benchmarks to drive things like headlines and other areas of the system.

00:14:31

Or, conversely, we can take a metric like voluntary termination rate and start to analyze this
across a variety of different dimensions.

00:14:40

So right now we're looking by organizational unit across the organizations within this company.
Maybe we want to analyze that. We're currently looking at a 9-box or a talent rating.

00:14:51

Let's say we want to analyze that by generation, generation being the different generations of
employees. So what is our turnover then by generation?

00:15:01

And you can see Generation Z as they've defined it here, those born after 1995, we have quite
a big turnover rate that's happening within that organization.

00:15:11

Always we have the ability to drill into detail. So these metrics where we are accumulating or
acquiring data from individual employees, we can understand what's happening behind that.

00:15:23

So if we want to understand what's behind that 3.1%, we can drill into the detail and see what's
the actual components that make that up or individuals that are making up that particular
metric.

00:15:36

All of this is permissionable so I may not be able to see all these fields, depending on my rights
and privileges in the system.

00:15:44

I also have the ability to get to the quick cards. So if I wanted to, for example, for cfields here
go look at their talent card

00:15:54

or look at their profile information or some other information about them. What's their
development plan, or other pieces there,

00:16:01

I can bring that data up directly right through the list there as well. So the metrics really form
the foundation for the various dashboards and views.

00:16:13

This is another example of looking at things like age ranges across your organization and the
ability to separate that by male and female population as well.

20

00:16:24

So we can slice and dice the various components across a variety of measures and then
present that visually either in a dashboard view or different charts and other visualizations.

00:16:35

Additionally with the toolset is the ability to be predictive. So to look at correlation analysis and
understand where we might be headed with things like termination rates

00:16:45

or aging workforce or retirees in other areas of the business.

00:16:50

So we have predictive capabilities as well as a rich toolset that allows you to create your own
sets of analyses and reports and things right within the application.

00:17:05

So we provide a variety of tools and dashboards and benchmarks with the application, but you
can then utilize that to create your own sets of visualizations and reports,

00:17:17

schedule those reports to run periodically, or push them out to certain users and roles within
your organization.

00:17:24

And then using things like the predictive capabilities, we can then move into more strategic
type of planning where we then look at

00:17:35

in the application we have an embedded methodology and toolset that allow you to then take
those analytics we've been looking at as the foundation for a strategic workforce plan.

00:17:47

So the ability to start to model out different scenarios. Maybe we're looking to model a highgrowth or acquisition strategy going forward.

00:17:56

What is the organization going to look like? Let's model that against this steady state scenario.
And then be able to do things like predict supply and demand based on past analyses.

00:18:07

So given that past history, what does our demand model look like? What does our supply look
like?

00:18:11

What have our aging workforce and our termination rate and hire rates been around these jobs
and roles?

00:18:17

And out of all that, then, understand where the gaps are going to be within the strategic
workforce planning. So where do we anticipate gaps 3, 5, 7 years out into the future?

00:18:28

And in the remainder of the model, it is then identifying what those biggest risks are,
quantifying those risks,

00:18:35

building cost models around the cost to fill that gap analysis, as well as putting the strategies
and actions into place to take some sort of action on those areas.

00:18:48

So what are the things that we need to start doing now to close an anticipated gap in the
future, and who are the people who are going to work on those,

00:18:55

so if it is developing or creating a new role within the organization. Maybe we have a new
engineering role that's evolving. Who are the people involved who are going to define that,

00:19:05

how are we going to recruit those people, and what are the areas that we need to do right now
to mitigate that risk of being short that role in the next 3 or 5 or 7 years out.

00:19:16

So the workforce planning methodology is an embedded toolset and capability,

00:19:21

as well as content to help you marry the strategic objectives of your organization to the human
capital implications, the people implications across your company.

00:19:31

So all of that is based on the workforce analytics and metrics that we provide. So again, we
have the operational side to understand what's happening in your organization,

21

00:19:40

and the analytics side to understand why it's happening and how do we do something about
that.

00:19:45

And then the ability to be predictive with that and marry your future plans to your head count
and your people implications with that.

00:19:53

So that's the end of Talent Analytics and Planning session. In the next session, we'll take a
look at the SuccessFactors Recruiting Marketing module.

00:20:02

Thanks for attending.

22

WEEK 2, UNIT 4
00:00:09

Hi and welcome to week 2, unit 4. My name is Steve Gregory. I am a senior solutions

consultant within the HCM line of business, focusing on the SuccessFactors applications.

00:00:20

In this unit, we're going to talk about and take a look into the Recruiting Marketing application
and we're going to see how Recruiting Marketing can help you find the best talent outside of
your organization.

00:00:31

And analysts do agree that a high-tech, high-touch sourcing strategy is really money ball for
recruiting.

00:00:39

Some of the challenges that we've seen. Traditionally, many organizations have been focused
on the applicant tracking and selection process,

00:00:48

even though most of the money spent in recruiting is in advertising and in agency fees.

00:00:54

But some of the challenges that companies face are around...nearly half the companies that
we looked at have difficulty hiring employees with a base-level set of skills needed for the jobs
they're recruiting into.

00:01:08

32% of companies have difficulty recruiting specialized talent. It is having a significant impact
on their business going forward.

00:01:17

65% of global leaders cite that talent and leadership shortages are the number one challenge
for their organization going forward.

00:01:26

So despite all the things that are going on within companies, that talent shortage is top of mind
for senior leaders and executives.

00:01:34

And the market is changing a bit as well. So what we see is...what's happening now, is that
literally hundreds of millions of job searches are being done through standard search engines,

00:01:47

through Google and Bing and the like. And that is where traditional applicant tracking systems
don't play well with those types of technologies.

00:01:58

And additionally, 90%surveys have proved this out90% of the candidates that come out to
your career site to look for jobs and positions don't actually apply the first time they come out.

00:02:10

They typically come out and look around and then leave that site.

00:02:15

These are the areas that SuccessFactors can help you because better recruiting does mean
better results for you.

00:02:23

So in attracting better, we can help you cut job board and agency expenses by as much as
50% by being able to use more effective channels and sourcing strategies in your process.

00:02:36

We can reduce time to fill those open positions by about 50% as well, through our ability to
smooth out that candidate experience

00:02:46

and leveraging your talent community, those passive candidates that have visited your Web
site. And then be able to find the best-fit candidates more quickly.

00:02:55

SuccesFactors can also increase your recruiter efficiency by up to 20% because recruiters can
now spend less time in sourcing and eliminating the wrong candidates that have come in

00:03:07

and focus more on selecting the right candidates for the roles.

00:03:10

SuccessFactors recruiting can also help increase your hiring manager participation, give them
access and collaborative insight with their recruiters through an easy set of tools and

23

interfaces.
00:03:23

And all this ultimately can add up to an overall ROI of up to two to five times what your
recruiting system budget and spend has been to date.

00:03:38

SuccessFactors Recruiting really consists of these three strategies: Attract, Engage, and
Select.

00:03:45

Recruiting really includes all these components, but we're going to focus on the front-end tools
of attraction and engagement through the Recruiting Marketing tool.

00:03:54

But we also provide the full applicant tracking process for selecting the right candidates.

00:04:00

Having both ends of the spectrum allows us to bring together that marketing and applicant
tracking data into an analytics engine to best understand what are the best-performing sources
of hire

00:04:12

and the best spend of your recruiting advertising budget going forward.

00:04:18

So in this particular unit, we are going to focus on the Attract and Engage elements in the
recruiting marketing piece.

00:04:24

And in subsequent units we'll look at the Select process. So let's now give you a short demo
into the recruiting marketing piece.

00:04:34

Where I want to start is really in the analytics component. So as I mentioned, this is the end in
mind, if you will.

00:04:42

And the ability to marry that, to bring together that recruiting marketing, what's happening from
visits, the application process, all that, all the way through to the recruiting and selecting
process.

00:04:57

So our analytics bring that data together. This is also the data we use to help you figure out an
effective sourcing strategy.

00:05:07

So making sure you're getting the best bang for your buck in your recruiting dollars to make
sure that we are spending appropriately for the various jobs and roles and things that you
have.

00:05:19

And you can literally read across this from left to right. So depending on the source that we're
looking at here, we can understand the number of visits, the number of people that have
subscribed to our talent community.

00:05:30

In essence, they haven't actually applied for a particular position but they've at least...it's the
digital equivalent of dropping off a business card to let us know that they've had some interest
in your particular company.

00:05:44

So they've subscribed to the talent community. How many have actually started applications.
What was the conversion rate on those individuals.

00:05:52

And then once we have those applications, how many have gone through to be qualified,
gotten through to the interview process, have actually been made an offer, and ultimately been
hired.

00:06:02

And we can start to sort this type of data and start to understand...marrying that together with
your recruiting costs, we can understand what are your best-performing sources across your
organization.

00:06:14

And as I said, we utilize this to help you come together with an effective sourcing strategy so

24

that as you post new job requisitions,

00:06:24

we are posting to the appropriate sources for those jobs or families or roles that you have. The
old days of posting and praying that people find your jobs...

00:06:34

we do what we call smart mapping of those positions to say, for this set of jobs or roles or
family of jobs or roles, these are the appropriate sources that we want to post to.

00:06:46

And then as people find those roles, we're tracking the metrics through that process and then
refining those strategies going forward on an as-needed basis as we look at that.

00:06:59

So here you can see, based on the analytics that we're looking at, posting to certain industry
groups, it took 54 applications to get a hire.

00:07:09

And if we're spending a lot of money on that particular type of source, and we're not getting the
output out of that from an apply-to-hire perspective, we can start to adjust our strategies.

00:07:22

Now this is looking at jobs in aggregate. We can be looking at specific jobs or titles or roles or
families as well.

00:07:29

We're also looking at an aggregate view of the sources. So for example, if we were looking at
the niche job boards, we could drill in and understand what those actual sources were that
comprise that.

00:07:43

So you can see this was a health care company that we've posted to and we have quite a few
niche job boards that we posted to but again, the same analytics being presented from those
particular sites.

00:07:57

All of this gives you the ability to make sure we're properly sourcing and strategizing on the
jobs and roles that we're posting within your organization.

00:08:09

From a recruiting marketing perspective, the analytics obviously are the output of that as we go
through the process.

00:08:17

In many ways, the start of the process is in what we refer to as career site optimization. So I'm
giving you an example of a career site here.

00:08:28

You can see first and foremost is we're asking the individual to join a talent community.

00:08:35

As I mentioned earlier, 90% of the people who visit your career site may not apply for a
position. 90% of those individuals might come and look and leave and move on.

00:08:48

Asking them to join a talent community or asking them to join that community through e-mail
alerts and things of new job postings allows you to capture that interest.

00:08:58

They're technically not an applicant at that point; they're not in your candidate pipeline because
they haven't physically applied for a position.

00:09:05

However, we have now a candidate relationship area where we can proactively market to
those individuals. So we can look at people who've shown an interest in a certain set of jobs or
family of jobs.

00:09:18

And when we have new positions or career fairs or other things happening, be able to
proactively market to them,

00:09:26

to invite them to either those events that you might be putting on or invite them to apply to new
positions that you've now posted.

00:09:34

So the talent community is really front and center in all of the career site optimization that we
do.

25

00:09:40

Obviously the colors and logos and marketing schemes that are here are going to be
dependent on your organization.

00:09:49

We can also do things like embed videos. What working atin this case our company is called
Best Runwhat working at Best Run looks like on a day-to-day basis.

00:10:00

We can have testimonials from employees or maybe the head of certain departments being
able to speak to what it means to be working at that organization.

00:10:11

So being able to embed videos in that.

00:10:15

Certainly there is the ability to search for jobs. I'll go into that in a second.

00:10:19

Additionally, as part of the career site is the ability for you to have what we call microsites or
targeted types of sites for maybe hard-to-fill roles or jobs or specific initiatives that you might
have internally

00:10:35

So if, you know, you're hiring in the information technology field or maybe if you're in health
care and you're trying to attract nursing candidates into your organization,

00:10:45

you can have specific pages geared toward those families or roles, present specific content to
them, and then show them the jobs that are part of that community.

00:10:56

So if we look into the information technology jobs here you see content related to that specific
role as well as any job openings that we might have in information technology.

00:11:07

And we're always giving the candidate the ability to search and filter those results.

00:11:13

Or, conversely, I might be interested in information technology jobs but there's nothing here
that interests me right now, so I may want to have similar jobs e-mailed to me. Again, that's
another invite to join that talent community.

00:11:25

So while we ask for an e-mail address, we ask for very little information. And as I mentioned,
it's literally the equivalent of dropping off a digital business card

00:11:33

to say I'm interested in a job or role with your company in this family or in this category. Please
e-mail me when new positions become available.

00:11:43

And again, you can proactively market to those individuals.

00:11:47

We do have a social strategy, the ability to have candidates actually subscribe or follow your
organization through Twitter and LinkedIn and other feeds that you might have.

00:12:00

Many organizations have a careers Twitter feed that people subscribe to to see new jobs. We
will automatically post to those. Obviously they are free to post out to Twitter,

00:12:11

so you can post those jobs directly into Twitter and people who are following that can then get
more information about that job and potentially even apply for that.

00:12:22

One of the things that we do as a core tenet of the application is we don't ask the candidate to
tell us how they found that job.

00:12:30

We have the ability to track that process, so if somebody came to your career site through a
Twitter feed, or came to your career site through a Google search, which I'll talk about in a
second,

00:12:42

we're tracking that movement, that information, so we can tell to the second level how
someone has actually gotten to the career site.

00:12:51

So the old days of asking the candidate how they found this particular job or role, asking them

26

to self-declare that,
00:13:00

often times that information was incorrect or people would just select whatever and you
wouldn't have the true source of how those individuals got there.

00:13:10

Having the ability to track that automatically gives us confidence in those analytics that we
were talking about initially. So we know that when we are saying somebody has come through
a niche job site, a niche job board, or some other site,

00:13:24

we know that to be the case because we've tracked that behind the scenes and have not
asked the candidate to self-declare that.

00:13:31

So we have the ability, obviously, to drive these different sites around those jobs and roles.

00:13:38

We also have the ability for individuals to search via a map or through a location search. So in
this case you'll see that there is a global map that can appear.

00:13:50

This is a common widget that we have on many of our customers' career sites, where we'll
present a map of the world or a map of the globe and the jobs light up on the particular map
that we're looking at.

00:14:04

So we can see there are 14 jobs in the U.S. here. We can see that there are some in California
but 10 in Minnesota. The color typically denotes how many jobs are available in that particular
site.

00:14:16

We can break that down into things like counties or provinces or other areas outside of the
U.S. as well, and then drill in and see what those jobs are.

00:14:25

So I can get a list of those particular jobs. I can see that there is a an engineering job in
Minnesota that I'm interested in.

00:14:34

Again, I can ask to have this job e-mailed to me, to join that talent community, post something
via my social connections.

00:14:44

So for example, I may be interested in a job, but this one doesn't really fit my needs. However,
I know somebody on Facebook or LinkedIn that might be a good candidate for this.

00:14:54

So even though I'm not a candidate in your company, I can utilize social networks to help you
promote that job through my social network as a potential candidate.

00:15:06

And if I were interested in applying for this particular position, I can start the application
process.

00:15:12

We allow the candidate to actually start the application process through their LinkedIn profile,
the ability to pull in all of the LinkedIn information about past job experiences,

00:15:22

educational background, current job information. All of that can be linked from their LinkedIn
account. Or through Facebook in some cases.

00:15:30

We have a lot of organizations that hire and their employees or their candidates only have a
Facebook profile. They might be hourly type employees or high-turnover retail types of
positions.

00:15:43

They can start that whole process utilizing their Facebook profile. Or go through the application
process where I fill in all of the fields that are required for your application

00:15:54

and can upload a resume or some other CV document and the system can actually parse
through that document to fill in all those fields for me

00:16:05

so I don't have to go in and key in all my past background and other information. We can parse

27

through that data through the upload process.

00:16:12

So the candidate has found the job and started the application process. From a marketing
perspective, what we can also do is get people to your career site.

00:16:26

So one of the technologies that we have behind the application is the ability to make your job
requisitions available to search engine crawlers

00:16:37

so that when somebody looks for engineering jobs in Minnetonka, your jobs bubble up to the
top. Because we have a patented technology that will actually look

00:16:47

and help get your...expose your jobs and requisitions to those search engine crawlers and
ultimately get them to your career site.

00:16:55

So again, we're always attracting that individual but never asking them the source because we
know how they got there based on that breadcrumb trail that we have for them.

00:17:06

There are also many other features to help attract and engage those employees.

00:17:13

We have a military transcoder. A lot of organizations, specifically in the U.S., have initiatives to
hire returning military in the work force.

00:17:23

So we have a transcoder that will take a military code, translate it into a civilian job code, and
then search and find jobs within that particular company that might match that military
personnel code that they have.

00:17:37

It's all about attracting and marketing to that candidate and allowing you to target jobs to
specific roles and interests or hard-to-fill jobs that you may have in your organization

00:17:54

and ensuring that you can get the best candidates in that process.

00:17:59

So this is the extent of this particular unit. This ends the demo.

00:08:04

In the next unit we will talk about once those candidates have applied, how we manage them
through the applicant tracking and selection process through the recruiting management
feature of the application.

00:18:15

Thank you for attending our session today.

28

WEEK 2, UNIT 5
00:00:09

Hi and welcome to week 2, unit 5. My name is Steve Gregory, a senior solutions consultant
within the HCM line of business, focusing on the SuccessFactors applications.

00:00:20

In this unit, we're going to be discussing the Recruiting Management capabilities.

00:00:25

In the previous unit, we've talked about the Recruiting Marketing side, so the ability to attract
and engage applicants effectively.

00:00:32

And once we've done that, when they apply for a particular position, the focus of this session is
now going to be how do we select the right candidates in that candidate pipeline.

00:00:43

What we've seen from a challenge perspective in the last session was that the vast majority of
candidates who come out to your Web site for the first time don't actually apply for a position.

00:00:54

But we needed a way to capture those passive candidates. And through the Marketing
solution, we can capture them into something we call the talent community,

00:01:02

and then proactively market to them and ultimately, hopefully, get them to apply for a position
going forward if, again, they're the right candidate for the particular role.

00:01:14

More importantly, though, two-thirds of global leaders in the marketplace say that having talent
shortages are their number one challenge,

00:01:23

so the number one challenge in their business is their talent shortage, the critical talent
shortage that they have.

00:01:29

This will continue into the future if these organizations don't fundamentally change how they
are recruiting and selecting talent.

00:01:36

Having a selection process and tools for hiring the world's best talent, that critical talent, is
critical to the success of these organizations.

00:01:46

This is what Recruiting Management addresses. It's all about improving how recruiters recruit
and interact with the businesses, those hiring managers.

00:01:56

This means that companies see improved recruiter engagement throughout the business and
more engaged hiring managers as well.

00:02:03

This also improves the quality of the hire as well as yielding an astonishing 2.5 to 5 times
return on investment.

00:02:14

And this is all through selecting and managing and capturing those right candidates through
the process.

00:02:21

Because we have a complete recruiting frameworkboth the marketing and the selection
processwe can provide line-of site analytics, as we've seen in the previous session, to show
really what's working, what are your best-performing sources.

00:02:35

And we provide tools to create a simple, elegant recruiter experience. Recruiters can focus on
engaging with those candidates and selecting the best candidates for the roles for their
organization.

00:02:47

This means that companies using SuccessFactors Recruiting will thrive in that war for talent.

00:02:53

In this demo, we are going to focus on the selection process in Recruiting Management
process that we're going through here.

00:03:01

So I'm going to flip over to the demo here and give you a glimpse into Recruiting Management.

29

00:03:08

So what we're looking at here is...I've signed in as a different user here. You can see this is
Lorna. Lorna is a recruiter in the talent acquisition group.

00:03:20

She has landed on the recruiting dashboard. The dashboard is really set up to allow those
recruiters, those talent acquisition individuals, to very quickly get to the detail that they need.

00:03:33

In many ways, talent acquisition individuals are in the application every day, all day, managing
people through that pipeline.

00:03:42

Reaching out to individuals, doing the shortlisting, phone screens, those types of things.

00:03:48

And they need to capture all that output and process in the system so that those hiring
managers can make the best and most effective decisions in terms of who to hire.

00:04:00

So you can see that the dashboard was built with the ability to very quickly filter and find
information in the system.

00:04:07

So it's Monday morning, let's say, and Lorna has come in and she sees that there are two new
candidates in her queue.

00:04:14

So over the weekend we've gotten two new candidates in the requisitions that she's managing.

00:04:19

She can very quickly filter that information and drill directly into those requisitions to manage
those individuals.

00:04:26

So these filters and these options make this experience for Lorna very personable, but also the
ability for her to change the display or display only the relevant information that she requires.

00:04:41

So you can see that there is the ability for her to change display options and fields and things
that are being listed here.

00:04:49

These requisitions that we see, Lorna is the direct recruiter on. We've got a variety of
information that we're presenting here, including who the hiring manager is.

00:04:49

There is a hiring manager experience, where the hiring manager can view the pipeline, can
maybe see into certain areas of the pipeline, but not see the entire process.

00:05:09

So for example, we could hide if you're doing background screening or drug testing as part of
your selection process, that information and those results and things

00:05:19

could be hidden from the hiring manager if that was not relevant or if you want to keep that
information from certain individuals if that's privileged data.

00:05:31

So you can manage all that through some very easy-to-use configuration tools.

00:05:36

So these are the different requisitions that Lorna is managing. Lorna is a recruiter and for that
reason, she's been connected to a variety of folks that she might recruit for

00:05:48

or she may be part of the talent acquisition team and be assigned certain requisitions
throughout the process as new hiring or new job requisitions get posted.

00:05:59

I'm going to focus on this Contact Representative job here, and you can see that there are 14
candidates in this pipeline.

00:06:16

So I'm going to go ahead and drill into that candidate queue, and what we're now going to see
is the requisition pipeline. We'll look at this for all the candidates.

00:06:16

And this pipeline, the area in the middle here, is a typical candidate requisition flow.

00:06:24

All of this is completely configurable and you can have different statuses or different workflows

30

for the different types of recruiting templates or requisition templates that you have out there.
00:06:36

So you may have an executive workflow that's completely different than a manager or a linelevel employee that you're hiring.

00:06:45

So the workflow can be modified or changed by the different templates that you have. In
addition, there is e-mail notification as people progress through the pipeline.

00:06:57

For example, if we take one of those new applications and move that individual into the phone
screen queue, that can automatically trigger e-mails to the applicant,

00:07:06

as well as to the hiring manager or any affected parties that are part of the process.

00:07:13

We see a list of all the candidates that are reflected here. You'll notice that some of them...one
of these individuals has been auto-disqualified.

00:07:21

That's because through our recruiting application, you can set up pre-screening questions and
knock out types of questions that a candidate might have to answer as part of the application
process.

00:07:34

So if this job requires 75% travel and you ask that question up front and the candidate is not
willing to travel that much, that could be an auto-disqualification in the process.

00:07:46

Or there may be certain things around being a U.S. citizen or being a citizen of the country that
the job requisition is open for. Those types of things may trigger that auto-disqualification
process.

00:08:00

And you can set those rules and set the criteria around when somebody is rejected or autodisqualified in the process here.

00:08:09

The icons to the right of the candidate names actually signify certain things. Blue icons mean
that they are internal candidates.

00:08:18

That means that Larry is already an employee within the organization who is applying for this
position now.

00:08:25

There is an internal candidate portal where internal employees can search and find jobs that
you make available for internal employees that you can then source internally.

00:08:37

Larry happens to be one of those employees. In fact, Judy and Henry, as well, are internal
candidates.

00:08:45

The gold card here signifies that this is an external candidate, somebody who has come
through either the marketing efforts or has been placed onto this. They've applied for that
particular position.

00:08:58

You'll also notice this icon here, this little people icon. Pat, in this particular example, is an
employee referral. So Pat is an external candidate who was referred by an internal employee.

00:09:10

And that's one of the ways that we do provide the ability for your employees to track that
employee referral. So if you pay a bonus to people who refer candidates that ultimately get
hired,

00:09:25

your employees can track that bonus, track the status of their candidates, through an
employee portal that allows them to keep track of anyone they may have referred and what the
status is

00:09:37

and what, ultimately, they would be paid if they were hired through that process.

00:09:42

The recruiter has a variety of actions that they can perform. So let's assume maybe that these

31

first three candidates were brand new to the process.

00:09:54

As the recruiter, I may want to set up a phone screen. So I may want to send out an e-mail
directly. So I can send a mass e-mail to these three candidates

00:10:05

and you will see that in this, we can select from a variety of different e-mail templates that you
can utilize to send a mass e-mail. So in this case, we have a phone screen e-mail that we want
to set up.

00:10:19

And obviously I can put contact details and other information and basically we can e-mail those
three candidates and ask them to contact me to set up a phone screen for that initial process,
to start that candidate process.

00:10:35

The other thing that we can do in a mass capability here is to highlight certain individuals and
step through what we call a resume carousel. So the ability to look at the resume and
disposition them in the process.

00:10:52

As a recruiter, the first thing I may do with any new candidates is look at the resume, look at
their background, skills, and experiences and any other information, and decide what part of
the queue I want to move them into.

00:11:05

So is this somebody we do want to phone screen or is this somebody we want to move to the
shortlist? Or maybe they're an entry-level candidate applying for a position that requires years
of experience.

00:11:15

We can disqualify the candidate in that process as well. But in the process, we can capture
comments and even tag the individual for later processing.

00:11:27

So in any job requisition, you may have a series of candidates that might be qualified for a role
but because the requisition is only for one or two openings, those individuals who might have
qualified weren't hired.

00:11:40

We can tag those individuals and subsequently, when new requisitions open up, can find those
individuals and invite them to apply to a new position as well.

00:11:50

So we can capture comments, we can capture tags around different information about those
individuals for subsequent use.

00:12:00

And I can literally step through all the candidates that I've selected and go through the
dispositioning process as I step through them.

00:12:10

The recruiter has tools to help them identify and process the candidates that have come
through.

00:12:19

I'm going to jump forward to the interview process. We do make available many tools within
the interview area. So the ability first to actually go through interview scheduling.

00:12:30

So the ability to present a series of dates to the candidate and allow them to select through the
online portal what dates would make sense.

00:12:40

This is especially helpful if you are doing real-time, face-to-face types of interviewing.

00:12:47

So the ability for that candidate to select those times right through the interview portal. The
ability to schedule them through that process.

00:12:55

And then we provide something called Interview Central, which is the ability then to, for
anybody who's involved in that interviewing process, to then be able to rate or rank that
individual as a potential candidate.

32

00:13:10

So Lorna here might be part of the hiring process for Richard, who she's working with. These
are the candidates in the process.

00:13:18

She can create what we call a print-and-go pack, the ability to print out the resume and other
detailed information about the job and role.

00:13:25

Or she may choose to, online or even through a mobile application, as she's sitting with that
candidate, is to rank and rate them based on the competencies,

00:13:36

the foundational elements that have been set up for that job or role. Or potentially even a
series of interview questions that may help the interviewer through the process, so the ability to
capture the feedback.

00:13:49

So now as the interviewer, when I'm rating an individual like Bryan, I can rate him in the
context of how I've rated the other individuals. So I can rate him around the competencies, I
can take comments,

00:14:01

I can give him an overall thumbs up or thumbs down in the process here, as well as upload
any kinds of notes or things in the process.

00:14:09

So as the interviewer, I have tools available to me...apart from the recruiting application, I have
tools available to me as an interviewer to be able to capture all that feedback and make that
feedback and information available.

00:14:27

And out of that process...let's go back into our candidate pipeline...

00:14:31

Out of that process, we can then accumulate and aggregate all that data such that when we're
looking at the candidate ratings,

00:14:40

we can see how the different candidates have rated from the various interviewers that have
been involved in the process. So Bryan Jackson, for example, has been rated by these four
interviewers.

00:14:51

Lorna has not given her feedback yet. But these individuals have and have provided some
comments and overall thumbs up and thumbs down on each of the individuals.

00:15:01

So I have access to all of that data to assist me either as the recruiter or as the hiring manager
to make sure we are selecting the best candidate for this particular role.

00:15:11

So this type of subjective feedback can be summarized and utilized then to make sure that we
are hiring the right individual in the process here.

00:15:22

And then certainly, as we move through the pipeline, we can do things like link out to thirdparty systems for background checks or drug screening or other types of pre-employment
testing that you may do,

00:15:37

whereas that information can then be sent to that third-party provider and then automatically
reflected on the candidate's profile.

00:15:45

So if I drill into Bryan as an external candidate, he's in the background check area. You can
see that it may be a simple pass/fail that we get back from that background check or that drug
screening,

00:15:58

or in some cases you can actually attach the report or the document that might come out of
that process.

00:16:06

So we can manage any external processes as well through the same pipeline. And then
ultimately, when we find the candidates that we're going to make offers to,

33

00:16:17

we then have the ability to do the offer process right through the application. So the ability to
start the offer process,

00:16:27

to go through an approval workflow for the offer, and then generate the offer letter where we
can again utilize templates to do this.

00:16:36

So here we're going to make an offer for an executive or...let's use the standard offer letter;
this is not an executive.

00:16:44

And you can see it works very much like a mail merge where we're pulling candidate
information and other details into that offer letter.

00:16:54

And then we can denote the way that the offer has actually been presented to that individual.
So did we give them a verbal offer and then send them the printed offer in a mail through the
postal service?

00:17:09

We may e-mail. We may even provide an online offer, so we have the ability to make the offer
to the candidate online and allow them to accept that offer even with an e-signature
component.

00:17:22

So the whole offer and acceptance can be done through an online procedure. So that would
then denote that the candidate has now accepted that offer

00:17:33

and ultimately, once that happens, we can then initiate the onboarding process, where we can
start the process to now onboard that individual effectively into the organization.

00:17:46

So the candidate pipeline, again, is configurable and it is a way for you to effectively manage
those candidates that you've attracted and engaged through that hiring and selection process,

00:18:01

giving you a variety of tools to make sure you're making the right decisions to then initiate that
onboarding process at the end of that.

00:18:10

The onboarding is the subject of the next unit that we'll cover shortly. So this ends the demo
for the Recruiting Management component, and I thank you for attending this session. Thanks.

34

WEEK 2, UNIT 6
00:00:09

Hi and welcome to week 2, unit 6. This is our final unit for this week. I am Steve Gregory, a
senior solutions consultant within the HCM line of business, focusing on the SuccessFactors
applications.

00:00:22

In the previous two units, we've walked through the recruiting application from Marketing, the
ability to attract and engage those potential candidates into your organization,

00:00:35

as well as the Recruiting Management component, where we're selecting those candidates
who have applied, so the ability to effectively select the best candidate once we've attracted
them into the organization.

00:00:47

Once that hire process has happened...this is the focus for today's unit, is how we can
effectively onboard.

00:00:56

And essentially what onboarding can do for your organization, how to lay the right foundation
for the success of your new hires.

00:01:04

According to Aberdeen and Boston Consulting Group, the companies that do this best-in-class
onboarding...it delivers real results.

00:01:14

They are up to 2.5 times the profit growth of other organizations. 1.9 times the profit margin.

00:01:22

As well as almost 1.9 times the revenue growth per employee. And comparing this to
organizations that don't effectively onboard new hires.

00:01:32

So there are real, measurable results and this can have considerable impact on your
organization.

00:01:41

Companies spend time and resources to find the right candidate. That's what we went through
in the Recruiting application.

00:01:48

We want to make sure that we select the right fit and the right hire, but then essentially risk all
that if we don't effectively onboard them or have the right process in place to onboard those
new individuals.

00:02:02

And that puts the company at risk. For example, the majority of new hires fail to complete their
first milestone on time. So the first milestone that's been assigned to them, they're failing to
complete.

00:02:15

More than 80% of new hires decide whether they want to stay with your company or not within
the first six months of hire.

00:02:23

And ultimately, one in four will leave a company after the first year. And so the break-even
point where new hires add more value than they consume is reached at about 6.2 months.

00:02:37

So this shows that without effective onboarding, you run the risk of losing the new hire talent
within that first year,

00:02:45

and will essentially have to start the recruiting process and all the costs associated with that all
over again.

00:02:52

So effective onboarding really sets the stage for employee success. And from the bottom up,
we do that by guiding the team, giving them a flawless and delightful experience with seamless
automation.

00:03:06

Empowered hiring managers that engage their new hires, their employees, more quickly and
holistically through easy out-of-the-box onboarding activities, as well as best practices.

35

00:03:19

Automated legal and corporate compliance drive efficiency through standardized forms, esignature capabilities, and state-of-the-art document management.

00:03:29

Connecting the players provides a faster path to employee productivity, as new hires are
instantly linked with the key people, information, and resources they need.

00:03:39

And by connecting people even before their start date, we foster early engagement. People
feel more at home when they walk in the door that first day. They feel connected with the
organization already.

00:03:51

And then in developing that new talent. Onboarding works seamlessly with the other talent
processes because it's part of a complete talent suite, not just a point solution.

00:04:00

And ultimately having individualized development plans and clear objectives helps that new
hire hit the ground running and makes them feel valued and cared for and, ultimately, effective
in their initial days.

00:04:14

So what I'm going to do is walk us through the Onboarding application from a new hire
perspective as well as from the hiring manager perspective. We'll take a look at the hiring
manager setup.

00:04:25

What I thought I'd do is...one of the areas that we deliver the onboarding experience is through
what we essentially refer to as pre-hire.

00:04:38

So the ability to welcome that employee prior to them even showing up in your facility.

00:04:45

So you can see here there's a new hire we're bringing on board, here, Hannah.

00:04:49

And through a SuccessFactors mobile application, we can deliver an onboarding guide for
Hannah prior to her even coming into your organization.

00:04:57

And in this we can connect her with people to meet. So here she's shown her hiring manager
Marcus, as well as all the contact details. But Marcus has also established other contacts for
Hannah to interact with.

00:05:10

So Richard Maxx is great resource for navigating the organization. Marcia is a good HR
contact and may be able to help with things like paperwork and other areas.

00:05:20

And Lorna, the recruiter, she's the recruiting manger that can also help in the paperwork
process and other types of things that Hannah may have to do from day one.

00:05:30

So this type of welcoming and connecting of individuals to other people within the organization
can happen before that individual, that new hire, even comes into your facility.

00:05:42

We can connect them to their peers, give them the ability to update their profile, as well as
even start the paperwork process.

00:05:52

Give them a link to actually go out and fill out that paperwork online and sign those things
through e-signature and whatnot.

00:06:00

So the onboarding process can really start prior to an individual even coming into your
organization.

00:06:06

Once they do arrive in your facilities, we do have a new hire portal that will really guide the new
hire through the process.

00:06:16

We're looking at the home page here, which you've seen in other sessions we've been doing.

00:06:22

However, because this new hirethis is a new hire named Natesh hereNatesh has come
into the organization and he's now in your facility and he has access to the SuccessFactors

36

application.
00:06:33

And you can see that similar home page that all employees would have, with additional
information provided for the new hire.

00:06:41

So first we'll walk through this new hire tour, which is a wizard to actually guide Natesh through
what this application is providing for him.

00:06:51

So these tiles and the way to present this to Natesh, walk him through that process. So you
can see there's a welcome message from Mya. Mya is the hiring manager in this particular
example.

00:07:05

Mya is welcoming Natesh to the organization, providing some information for him. But she's
also provided other details.

00:07:13

Any paperwork that Natesh has not completed prior to coming into the facility can now be done
through the application, so there's the ability to fill out and complete that paperwork online right
through the portal.

00:07:28

And then a wizard will guide Natesh through what all these areas or all these tiles really mean
for him by highlighting and stepping through that.

00:07:38

So an Info tab, the Info tile, allows Natesh to go out and update his profile, provide other
information about himself, essentially market himself to the rest of the organization.

00:07:50

Mya, the hiring manager, has established some people for Natesh to meet.

00:07:55

She's established what's called a new hire buddy here, somebody that...a mentor that Natesh
can interact with on a timely basis to understand or help navigate the organization or other
areas of the system.

00:08:10

So Mya, his hiring manager, has actually established some people for him to meet.

00:08:15

Natesh will also have goals, new hire goals that have been established. 30, 60, 90-day goals
that Natesh will need to complete.

00:08:27

And to ensure that Natesh is completing them, Mya has the ability to monitor those activities as
he goes through the process,

00:08:34

so the ability to see where he is at any given point on that goal plan, those new hire activities
that have been set up for him, established for him, when he starts.

00:08:44

Mya has also established some links for Natesh. These are specific to Natesh.

00:08:50

So in addition to the ability for Natesh to actually bookmark areas of the system he frequents,
his manager Mya has actually established some links to potentially external sources or maybe
internal systems

00:09:04

that might be helpful for Natesh. They might be document areas, SharePoint portals, other
types of things that Mya can direct Natesh to through this tile.

00:09:17

Natesh also has a To Do list. The to-dos could be learning, so automatically through the
learning application.

00:09:26

We can associate compliance and other required learning for Natesh based on his job or role
or location or other attributes about him.

00:09:35

And Natesh can then manage those activities, whether it's learning activities or workflow items
that he has to do in support of the performance cycle or goals or other types of things.

37

00:09:47

All those things will be available in his To Do tile that he can then manage based on the due
dates of those particular items.

00:09:55

Additionally, we will show Natesh who his peers are, so who are the other people who report
directly to Mya, his new manager.

00:10:03

And Natesh, again, will have the ability...I failed to show this earlier. By simply clicking on any
of those individuals, we get access to their contact details.

00:10:13

So if there's an e-mail address or phone number, information where they currently reside, what
time zone and things they're in can also be presented here. The ability to show contact details
for Natesh for his peers.

00:10:27

And then lastly is the ability to collaborate. So the ability to connect Natesh automatically to
communities in practice.

00:10:37

So for example, you may have a new hire community for all new hires that have joined the
organization and that community is an area where Natesh can ask questions,

00:10:48

can see contacts, see other questions that have been posed, interact with other new hires,
potentially, in that community.

00:10:55

And the Jam collaborative space actually supports all of your talent processes, so you can see
here it's a great use in the new hire process, but can also be utilized to support learning,

00:11:05

can be utilized to support performance and succession, compensation where you might have
communities for managers on how to do compensation planning or some other talent activity.

00:11:15

Recruiting can have their own areas as well within the collaborative space.

00:11:21

And then finally, you can establish an About Us area, where you can push out other content
through a SharePoint-type portal

00:11:31

where you might be pushing out documents and benefits information and other things that
Natesh would need as a new hire to make him effective.

00:11:41

So the new hire portal, this experience from day one, really guides him to, first of all, what the
application is, but also to then the people, resources, and information,

00:11:53

as well as tasks and activities that Natesh needs to do and people he needs to connect with to
be effective in those first three to six months of hire of that particular individual.

00:12:06

The wizard walks Natesh through that whole process and its very effective in guiding that
individual to the different areas of the system and resources and things available to him.

00:12:19

Subsequently, prior to Natesh actually joining the organization, that hiring managerin this
case Myahas the ability to establish all those elements.

00:12:30

So this could be a hiring manager or maybe an HR representative that is setting up those

people to meet and links and other resources and things.

00:12:39

And that's done through a very simple wizard. So we're going to access the onboarding area of
the application here.

00:12:47

And we're going to go to Mya's onboarding activities. Mya, as a hiring manager, will have
various people in different stages of onboarding,

00:12:56

so there might be some folks that have accepted the offer and we need to confirm that
information and they now become new hires or pending hires and we want to initiate that
paperwork process and other types of things.

38

00:13:08

All of those onboarding individuals and people who are here can be managed through the
Onboarding portal and these are obviously only going to be the folks that Mya is hiring into her
organization.

00:13:20

I'm going to go into the Notifications area here and show that there is a New Hire Activities
Wizard for the manager that will help Mya as the hiring manager establish all those elements.

00:13:34

And as I said, it is a wizard that will walk Mya through the process. So that postcard we saw,
this is where Mya can enter that information.

00:13:42

So anything Mya wants to say to welcome Natesh into the organization, providing some overall
details about the structure, what his work day might look like, all that detail can be provided
here.

00:13:56

And Mya simply can walk through this wizard. So here's the welcome postcard. We also have
a welcome postcard that can be delivered in that mobile experience that I showed you a
minute ago. So there is a mobile aspect to this as well.

00:14:09

Mya can establish that new hire buddy. As his new hire buddy, Geoff Hill is a great resource
for navigating the organization,

00:14:18

getting you to understanding who to contact internally, other types of things within the
organization.

00:14:25

And Mya, as the hiring manager, can also establish other contacts, other people that Natesh
may want to interact with.

00:14:35

So those other resources that are available. This would be maybe the HR resource that we
saw or somebody in recruiting that can help with all that new hire paperwork and other types of
things.

00:14:46

So these are recommended people for Natesh to interact with.

00:14:51

Additionally, Mya can establish meetings. So for Natesh when he joins, there will be a new hire
orientation that first day. There may be an end-of-day review that Mya wants to establish with
Natesh.

00:15:07

As his new manager, Mya wants to sit down with Natesh and talk about that first day
experience and understand what he needs going forward and what types of activities and
tasks he has coming up.

00:15:20

All those types of meetings can be established here and then can also be delivered again via
that mobile device so that prior to Natesh actually coming into the facility,

00:15:29

he has a list of the activities he's going to be doing on his first couple of days of hire, can add
them to his personal calendar, and other elements as well.

00:15:39

There's also the ability to establish, as I mentioned, those new hire goals. What are those 30,
60, 90day objectives that Natesh needs to complete as a new hire?

00:15:51

So one of the things Mya wants him to do is meet with his new hire buddy, his mentor, on a
weekly basis. That can be established as a 30, 60, 90day goal and tracked.

00:16:02

We can manage when that happens. Mya can capture notes and other things around that
through some of the tools that we have both within mobile and online.

00:16:11

Here's where Mya can establish various links to other systems. So we saw the link to an
internal portal. The Ted site is a great site for different activities in engineering and things that
are happening.

39

00:16:27

Maybe that's a site that might be particularly relevant for Natesh. She can establish those
types of things for him automatically.

00:16:34

And then lastly, Mya as the hiring manager can procure the different resources that Natesh
needs to be successful.

00:16:42

So as part of this onboarding setup that she's going through, she can requisition the laptop or
the cell phone or the credit card or badge accesses,

00:16:53

whatever the information or the physical resources are that Natesh is going to need when he
joins the organization can all be requisitioned through this process.

00:17:04

And this can feed workflows downstream to make sure that those activities are happening, the
requisition and things are happening.

00:17:12

Mya, then, as the hiring manager, has the ability to track progress and things on those
activities as well.

00:17:18

So this wizard helps Mya in the setup and pointing that new hire to all those facilities so that
when Natesh shows up on day one,

00:17:29

he again has access to the people, information, resources, as well as tasks and activities that
he needs to complete to be successful within the organization.

00:17:41

So that concludes our topic for this week. It concludes the overall topic of getting started with
SuccessFactors.

00:17:50

Next week we'll go through the Perform, Reward, and Learn topic, where we'll start with
SuccessFactors Performance & Goals and Calibration,

00:17:58

which is setting clear objectives and then measuring people against those objectives and then
calibrating the organization across those objectives.

00:18:08

We'll then move into Total Rewards & Compensation, which allows us to reward high
performers and develop a pay-for-performance culture within your organization.

00:18:17

We'll then move into Succession & Development, which is the ability to identify and develop
future leaders and bench strength within your organization so that as people leave or retire,

00:18:28

we do have others that can step in and take on those roles so we're not left with a critical gap
in the organization.

00:18:35

Then lastly we'll cover the Learning suite of applications, which will start with Talent
Development, but then the ability to have an external deployment of learning

00:18:46

as well as internally track things like compliance and other compliance-related activities that
have to happen within regulated industries and other areas of the organization.

00:18:57

So that is it for this session. Thank you for attending.

40

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