State of Nebraska - Department of Administrative Services State Personnel

Size: px
Start display at page:

Download "State of Nebraska - Department of Administrative Services State Personnel"

Transcription

1 ID # (assigned by CSG): 12-MW-04-NE Please provide the following information, adding space as necessary: State: State of Nebraska Assign Program Category: Government Operations and Technology Program Name: Administering Agency: Talent Management Software Solution/LINK State of Nebraska - Department of Administrative Services State Personnel Contact (Name and Title): Dovi Mueller, Personnel Program Administrator Address: 301 Centennial Mall South, Lincoln, NE Telephone Number: (402) Address: Web Address: 1

2 1. How long has this program operated (month and year)? Note: the program must be between 9 months and 5 years old as of April 5, 2012 to be eligible for this year s award. In the Summer/Fall of 2009 a Request for Proposal (RFP) was developed for a fully integrated Talent Management Software Solution. The technology requested within the RFP included the following Human Resources Solutions: Applicant Tracking, Assessments, and Background Checks, On-boarding, Learning Management and Online Learning Content, Performance Management and Competency Data, Succession Planning Management, and Compensation Management. Moreover, the State of Nebraska requested this functionality as a Software-as-a-Service (SaaS) so that business process owners could focus efforts around implementing best business practices and acculturation to new technology, improved processes, and subsequent policy changes. At the time the RFP was developed and released, there was no one-stop shop software solution for all requested Human Resources functionality. As a result, the State allowed the primary contracted vendor to partner with up to three subcontractors in order to provide the full Talent Management Software Solution we were looking to implement. After scoring the RFP and Vendor Demonstrations, Cornerstone OnDemand was awarded the contract as the primary, with NEOGOV as a sub-contractor. Talent Management Software Solution Picture: Since the initial contract was awarded to Cornerstone OnDemand, the State of Nebraska had an opportunity to avail itself of additional functionality requested as part of the RFP. Cornerstone OnDemand has subsequently partnered with Workday to provide Benefits Management and Employee Open Enrollment as part of a new Human Resources system of record. Over the course of the last three years since the contract was awarded, the Talent Management Software Solution has evolved into a project called LINK. The LINK project encompasses all of the Human Resources functionality originally requested as well as other programs and services that the State of Nebraska is looking to move to SaaS, such as Procurement. On the Human Resources side, LINK has been consolidated into three primary areas: 1) Career Center/Recruitment and Selection Center, which includes Applicant Tracking and Assessments 2) Employee Development Center, which includes, Learning, Performance, and Succession and 3) Employee Work Center, which includes 2

3 Benefits Management, Employee Open Enrollment, and On-boarding as part of the HR System of Record. There is a fourth area within the LINK project, the Payroll and Financial Center. This functionality is still held within the State s Enterprise Resource Planning (ERP) system, EnterpriseOne. We have not moved the payroll functionality from the ERP as payroll and associated activities were not included as part of the Talent Management Software Solution RFP. Effective March 2011, the State has issued a Request for Information (RFI) to determine the feasibility of moving payroll and financial processes. Work is continually being performed to develop and implement these integrated pieces; however, the Career Center/Recruitment and Selection Center have been implemented and operating since June 20, Additionally, the Learning piece of the Employee Development Center was implemented and made available to all state employees effective July 1, The remaining pieces of this program are anticipated to be fully implemented through 2012 and Specifically, Open Enrollment in Spring of 2012, Performance and On-Boarding in the Winter of 2012, and Succession Planning to follow in Current LINK Project Picture: 3

4 2. Describe the program: Why was it created? Why is it a new and creative approach or method? What are the specific activities and operations of the program in chronological order? Is it effective? Provide tangible results and examples. Why was this program created? State of Nebraska had a limited Human Resources technology infrastructure that was necessary to move human capital management forward in a way that aligned with the Governor s vision and the available resources to support such an initiative. Furthermore, the State is facing a significant talent shortage within the upcoming years. Roughly 31% of State employees are at or over the retirement eligibility age, with the average age of the state employee being 47.1 years. State of Nebraska HR processes and practices were proving to be outdated and inefficient, especially in tight economic times. A review of traditional human resources functions performed within the State of Nebraska found that, while similar in nature, some functions were centrally managed by the State Personnel Division (i.e. advertising and recruiting) while many other functions were decentralized and managed at the agency level (i.e. training). This way of doing business was found to be ineffective and often resulted in vast redundancy and inconsistency across the State s 80 agencies. A coordinated, best business practice approach to Human Resources was largely lacking. In addition, it was evident that agencies with larger, dedicated human resources staff and greater financial resources were able to develop more robust internal human resources departments and programs; whereas smaller agencies with fewer dedicated staff and resources did not have the resources to deploy the breadth and depth of the programs of the larger agencies, nor was there a coordinated effort to share programs between agencies. The technology used for the Applicant Tracking System the State implemented in 1999 was no longer supported. Personic was housed on a Windows NT server that was obsolete. The software maintenance agreement for Personic had expired, and the only option to maintain this service was a $400 per hour per incident charge to a third-party vendor. In 2003, we implemented an ERP system using JD Edwards software. This implementation provided Nebraska an important first opportunity to integrate various statewide business processes through a single technology source. While this ERP solution was a leading technological advancement in 2003, it was much more attuned, and largely created for, the financial aspects of the organization and did not provide much HR functionality out of the box. Despite the ERP purchase, agencies still continued to create and maintain separate processes and shadow systems. In some cases, agencies even customized pieces of the ERP to support their separate programs. These programs were necessary in part, because the technology to support a coordinated approach did not exist. One of the consequences of this was data inconsistency. The data came from disparate areas; there was no consistency of format, content, or language. Intelligence built into codes was different for different agencies (as an example) and reporting across agency lines was nearly impossible and minimally accurate without a lot of cleanup. This inefficiency was clearly not cost effective. In addition, in order for any custom reporting within the ERP, programmers were required to do it at a significant per hour cost to the requesting entity. This cost further drove agencies to seek separate options outside of the ERP solution. In order to address the limitations of the HR portion of the ERP system, we would have had to purchase solutions by third-party vendors at an additional cost to the State. All factors considered, and with ever- 4

5 advancing and more cost-effective technologies available, a complete and integrated talent management solution was determined a necessity and a decision was made to pursue this course of action. Why is it a new and creative approach or method? There are several factors that make this project new and different from other projects similar to this in nature. The first factor is the scope of the LINK project. The State of Nebraska recognized that in order to successfully provide effective service delivery to our customers, we had to coordinate efforts. In order to do that, we needed to have a technological infrastructure to support the coordination. In addition, we needed to employ and adhere to best business practices, utilize the software consistently across agency lines, and essentially learn to speak the same language in terms of data and its application. We made the decision to strategically and methodically review and revise nearly all Human Resource activities and to automate, consolidate, and streamline as many of them as possible. This review was for all HR processes to include; recruitment and selection, the HR System of Record, and employee development. Recruitment and Selection refers to all aspects of the applicant tracking and hiring process, including; assessments, electronic applications, selection devices, screening tools, source history tracking, reporting, advertising, electronic job requisitions, candidate pool searches, and resume searching. The HR System of Record review included; benefits enrollment, position control, records, employee work locations, reporting structures, on-boarding, data analysis, reporting capability, workflow, employee mobility (promotions, transfers, demotions, terminations), and demographic data. Employee development covered; training delivery, performance management, and succession planning, with a new coordinated focus around the use and deployment of competencies. These HR functions were tracked with spreadsheets, homegrown software applications, or in some cases, not tracked at all. The second factor is utilization of the Software as a Service (SaaS) platform for the entire solution. The SaaS platform provides a software solution that is built from the end-user perspective, rather than from a programmer s point of view. This paradigm shift allows for a myriad of different alternatives when considering implementation and maintenance. Since the solution was built from an end-user perspective and usually with best business practice models in place within the technology itself, business process owners, subject matter experts, and end-users can manage the lions share of the implementation roles and responsibilities. Changed leadership coupled with identifying as is and to be processes become the focus, with an eye toward short-term and long-term policy implications. In addition, system maintenance is a lot different and easier to manage. Software upgrades are done in a day, as opposed to months and they occur at multiple times per year. Hardware is maintained by the provider therefore we can focus resources on other things such as communication and training. While some system customization and configuration is possible, the software, by virtue of its being maintained by the vendor centrally, has pre-built HR processes, built on best business practices. These processes drove intentional and thoughtful change and consistency to the current HR practices of the State of Nebraska. The third factor that makes this project unique is the deep integrations between the systems. This integration of multiple human resources functions into a completely integrated talent management suite allows for coordination of human resources service delivery, an aligning of the data within the systems between agencies, creating more efficiencies and consistent outcomes and automating many of the current pen-to-paper processes human resources staff within agencies are accustomed to performing. This also allows for records pertaining to the employee to more easily travel with them through the course of their employment, regardless of the agency in which they are located. This integration presents a new way to look at how human resources functions are completed and addresses the inefficiencies that existed previously. Additionally, this integration and centralization of functions allows all agencies (from large to small) to equally participate in the maintenance and development of their human resources. 5

6 The fourth factor is the composition and function of the implementation teams. As stated before, many of the HR functions for the State of Nebraska were de-centralized, either by common practice or (in some cases) by State Statutes. With that in mind, software implementation team members were built from a representative cross section of the agencies. This multi-agency involvement helped us change our processes and come up with a streamlined approach that meets the needs of agencies both large and small across the state. LINK Integrations Project Picture: 6

7 What are the specific activities and operations of the program in chronological order? The specific activities and operations of the program all relate to the career life cycle of the employee. This cycle starts at the application process using the Recruitment and Selection Center agencies submit job requisitions, search resumes, choose selection instruments, and start the recruitment process. Applicants apply online by creating accounts in the Career Center, search for current vacancies, create their resume information and submit that information for jobs. Once a candidate is selected for hire, information travels from the applicant tracking portion to the Employee Work Center (EWC), where all core HR data is kept. From there, employee information is sent to the Employee Development Center (EDC), which includes Learning, Performance, and Succession Planning. Employees are able to manage their careers in a way that they ve never been able to do prior to the implementation of the LINK software solution. Contained within the EDC are competency models linked to all employees and specific positions, transcripts for each employee that follow them throughout their career. There are trainings offered in a variety of formats, (on-line, instructor-led, documents) all of which can be tracked and reported on by anyone in the employee s chain of command, HR, or system administrators. Employees can enter their resume information into the system and do comparisons to other positions in order to gauge qualification and to create development plans to address possible deficiencies. There is also a social collaboration area where employees can communicate with one another and speak to subject matter experts on a variety of topics. Employees and managers can utilize performance management to grow their talent. The Performance module is linked directly to the Learning module, so that if an employee needs additional training, the training can be identified and scheduled within the system. 7

8 Is the Program Effective? While the entire LINK project is not completely implemented, many benefits have already been realized: Career Center / Recruitment and Selection Center LIVE since June 20, 2010 Activity Before Implementation After Implementation Job Requisitions/Orders Hiring managers submitted job requisitions via paper, fax, and electronically. Weekly update of vacancy information was published every Friday. Deadline for vacancy publication was each Wednesday afternoon. Recruiters manually entered job posting information which was then organized into a word document and ed to various city, state, county and university employers. Hiring managers utilize the Recruitment and Selection Center to electronically create and submit job requisitions. Once approved by State Personnel, the job posting is automatically released to the State Personnel sponsored web site. Job site is updated on an on-going basis, often several times a day. Employment Applications Employment Applications, cont d. Both paper and electronic applications were accepted. Paper applications, transcripts, etc. were scanned and manually entered into the applicant data base. State Personnel staff manually entered each applicant s job request. Since paper applications were accepted and State Personnel utilized a postmark application deadline, applications were screened and referred to the hiring managers four days AFTER the application deadline. In FY 2009/2010, received 59, 627 applicant requests Only online applications are accepted. Applicants choose the positions of interest and once the application is submitted, are automatically attached to the job posting. Applications are screened and referred to the hiring manager one day after the job posting has expired. In FY 2010/2011, received 87,131 applicant requests Selection Process Hiring agencies determined when selection tools were used. Applicants completed the paper supplemental questionnaire which was either mailed or electronically mailed to State Personnel. Recruiting staff manually reviewed to determine numerical rating. Excel spreadsheets were used to calculate scores. Use of supplemental questionnaires cannot be measured. The selection tool and corresponding scoring plan are identified and developed before the job posting is released. As applicants apply they are automatically scored and ranked, with information being attached to the job vacancy. Use of supplemental questionnaires/training & experience devices has increased from 520 in the time period of 1/1/2011 to 3/20/11 to 583 in the time period of 1/1/2012 to 3/20/2012. Job Interest Cards Did not exist Applicants may elect to receive notices when a vacancy occurs in the category(ies) of interest. In FY 2010/ ,391 job interest cards were completed. 8

9 Activity Before Implementation After Implementation The highest areas of interest are for positions in the Human/Social Services and Office & Administrative Support categories. From 7/1/2011 to 3/27/2012, 6461 Job Interest Cards have been completed. Highest areas of interest remain in the Human/Social Services and Office & Administrative Support categories. Completing the Hire Records Retention Cost Savings Agencies were not completing the entire recruiting and hiring cycle. Some hire information was provided; however, there was no mandate to do so. Roughly $15,000 Annually Hiring agencies complete the cycle by completing an online PAF (personnel action form). All PAF s are submitted to the recruiting staff for approval. With the implementation of HCM, hire information from the ATS will integrate with other software systems. Under $200 Annually, a cost savings to ONE agency of roughly $15,000 Employee Development Center Learning LIVE since July 1, 2010 Activity Before Implementation After Implementation On-line Learning Opportunities Not tracked 271 online courses that are offered Statewide Intra-Agency Training Opportunities Defensive Driving Not tracked The class was 4 hours at a cost of $14.25 per class 70+ instructor-led courses that are offered Statewide The class is one hour with a cost of $ This class has been taken 3411 times, saving the State 10,233 labor hours (or the equivalent of nearly 5 FTE) as well as $7675. One Course Evaluation Statewide Statewide New Hire Orientation and Leadership Development Program Did Not Exist Attached to every online / instructor-led course for scoring and evaluation, regardless of class, creating a consistent benchmark of successful training. Did not exist Coming

10 Other Effectiveness Measures Common between All Systems: Increased user-friendly report capabilities that require little to no set-up or configuration. An increased sharing of training resources between agencies. A more consistent and efficient way to conduct business by centralizing traditional human resources functions and reducing the amount of double entries and pen-to-paper processes. Reduction of waste of resources and time by allowing training, performance and other employment related documents to electronically follow the employee across all agencies within the State of Nebraska. Movement toward a more empowered workforce allowing employees more input and control on their personal and professional development and career choices. Development of a leadership program and other trainings to give supervisors and managers more tools to effectively lead and develop their employees. 3. Did this program originate in your state? If YES, please indicate the innovator s name, present address, telephone number, and address. Yes, implementation of a complete and fully integrated talent management suite using SaaS technology originated in Nebraska. Contact information for the innovator is as follows: Dovi Mueller, Personnel Program Administrator 301 Centennial Mall S, Mall Level Lincoln, NE (402) The State of Nebraska has been highlighted for its innovative public sector efforts through the following venues: April 2010 Cornerstone Press Release Deploy-Cornerstone-OnDemand%E2%80%99s-Integrated-Talent October HR Technology Conference Presentation November 2010 Talent Management Magazine Article May Government Technology Article State-of-Nebraska.html October 2011 CHCI Webinar Cornerstone OnDemand White Paper Tough-Times-Make-Talent-Management-Essential-in-the-Public-Sector.pdf 10

11 https://www.workday.com/landing_page/webinar_gov_tech_lp.php?camp= s15h https://www.workday.com/landing_page/whitepaper_the_real_saas_manifesto_lp.php?camp= ruk7 4. Are you aware of similar programs in other states? If YES, which ones and how does this program differ? It is our understanding that no other state has or is currently implementing a fully integrated talent management suite using the SaaS technology platform. While some states have implemented pieces of a talent management system, such as an Applicant Tracking System or a Learning Management System, none are undergoing a complete revamp of traditional human resources functions. We believe solutions in other states are traditional onsite solutions. 5. What limitations or obstacles might other states expect to encounter when attempting to adopt this program? Resource allocation, specifically human capital and time, are possible limitations. The State of Nebraska used current staff to oversee and facilitate all aspects of the project, almost all of whom took this project on in addition to their regular job responsibilities. Coordinating schedules and work between staff was difficult. Almost all of the software solutions on the market are currently geared toward the private sector. As such, there are some limitations to it when applied to a public sector model. For example, we have over 80 agencies and though the Governor has direct authority over some, he does not have direct authority over them all. This structure caused some issue when trying to work through supervisory hierarchy within the software. Also, while the software has tremendous capabilities and has allowed us to make significant positive changes, it does have limitations. Recognizing and working through what the software cannot do is something other states will need to be cognizant of when attempting to adopt this program. The biggest challenge has been culture change. In order to implement the system, many agencyspecific processes needed to change. In some cases, decades-old functions were drastically altered. We needed champions from all levels of State Government. Getting all of these entities together for an extended period of time and working towards a common cause was difficult, but it was critical for the success of the end product. Some individuals with a vested interest in maintaining current processes and service delivery models saw this project initially as a threat. We spent a significant amount of time communicating and working through traditional paradigms, allaying fears, and solving issues. Another challenge has been the speed at which software updates occur. Because functionality can change significantly within a relatively short period of time, it completely changes the paradigm of how system information needs to be communicated. Internal end-user guides, process flows, and other system usage information now need to be reviewed more frequently, and communications of changes need to be done more aggressively and with a broader audience. Software testing, which was once a rare occurrence, is now a regular necessity. Now that agencies are linked by a common software solution, business process changes need to be considered from a State-wide perspective more often. While this is an excellent result, it can be challenging to find a solution that works for all. Agencies that were once use to being able to act 11

12 autonomously now can have additional considerations before moving forward on policies and procedures. Branding and comprehensive marketing strategies are also daunting. Demonstrating not only what the system can do, but also to communicate what it cannot do was sometimes difficult. We needed to discuss the project in its entirety in such a way that was compelling and easy to understand for a variety of stakeholders. Scope creep is also a potential hazard. It is tempting to want to fix everything all at once, especially if you have various entities working on something of this magnitude. Maintaining focus on key initiatives is critical, especially when resources are limited. All of these challenges, limitations, and obstacles are resolved, or at least significantly lessened, by increased effective communication. Communication is always important, this projects implementation and subsequent linkages makes communication paramount. CSG reserves the right to use or publish in other CSG products the information provided in this application. If your agency objects to this policy, please advise us in a separate attachment. 12

13 Use these as guidelines to determine the appropriate Program Category for your state s submission and list that program category on page one of this application. Choose only one. Infrastructure and Economic Development Business/Commerce Economic Development Transportation Government Operations and Technology Administration Elections Information Systems Public Information Revenue Telecommunications Health & Human Services Aging Children & Families Health Services Housing Human Services Human Resources/Education Education Labor Management Personnel Training and Development Workforce Development Natural Resources Agriculture Energy Environment Environmental Protection Natural Resources Parks & Recreation Water Resources Public Safety/Corrections Corrections Courts Criminal Justice Drugs Emergency Management Public Safety Save in.doc or rtf. Return completed application AND video (if applicable) electronically to or mail to: CSG Innovations Awards The Council of State Governments 2760 Research Park Drive Lexington, KY Contact: Nancy J. Vickers, National Program Administrator Phone: Fax: Attn: Innovations Awards Program The Council of State Governments This application is also available at 13

14 14

2011 Innovations Awards Application DEADLINE: MARCH 28, 2011

2011 Innovations Awards Application DEADLINE: MARCH 28, 2011 2011 Innovations Awards Application DEADLINE: MARCH 28, 2011 ID # (assigned by CSG): 2011- Please provide the following information, adding space as necessary: State: Pennsylvania Assign Program Category

More information

2007 Innovations Awards Program APPLICATION

2007 Innovations Awards Program APPLICATION 2007 Innovations Awards Program APPLICATION CSG reserves the right to use or publish in other CSG products and services the information provided in this Innovations Awards Program Application. If your

More information

JD Edwards EnterpriseOne Human Resources

<Insert Picture Here> JD Edwards EnterpriseOne Human Resources JD Edwards EnterpriseOne Human Resources EnterpriseOne Human Resources Human Resources Payroll Self Service erecruit Financial Project Supply Chain Key Features Workforce Job Position

More information

Energy Recruitment Technology Increase Your Hiring Performance with the Ultimate Checklist

Energy Recruitment Technology Increase Your Hiring Performance with the Ultimate Checklist Energy Recruitment Technology Increase Your Hiring Performance with the Ultimate Checklist Energy recruiters and Human Resources professionals require unique strategies to meet their hiring needs. As demands

More information

Talent Management Trends in Higher Education

Talent Management Trends in Higher Education Introduction Managing human resources processes in higher education institutions requires a balancing act. It involves managing complex processes across the entire employment lifecycle, from recruiting,

More information

UPDATE ON HUMAN RESOURCES ADMINISTRATIVE REVIEW

UPDATE ON HUMAN RESOURCES ADMINISTRATIVE REVIEW UPDATE ON HUMAN RESOURCES ADMINISTRATIVE REVIEW Report to the UMS Chancellor & Board of Trustees September 2014 Prepared by Lynda Dec, CHRO Introduction The HR Administrative Review On June 23, 2013, the

More information

Ready, Set, Go! A Game Plan for Talent Management in the Midmarket

Ready, Set, Go! A Game Plan for Talent Management in the Midmarket Ready, Set, Go! A Game Plan for Talent Management in the Midmarket Introduction Organizations that have survived the global economy of the past few years have experienced the new business reality: the

More information

Department of Human Resources DCHR (BE)

Department of Human Resources DCHR (BE) DCHR (BE) MISSION The mission of the DC (DCHR) is to strengthen individual and organizational performance and enable the District government to attract, develop, and retain a highly qualified, diverse

More information

Strategic Advice from Top-Performing Brands. Global Recruitment Advice

Strategic Advice from Top-Performing Brands. Global Recruitment Advice Global Recruitment: Strategic Advice from Top-Performing Brands Copyright icims, Inc. Global Recruitment Advice Technology has enabled businesses to expand their capacity and hire the best and brightest

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

Recruitment Software 101

Recruitment Software 101 Recruitment Software 101 What is Talent Acquisition? Once upon a time, personnel departments existed to simply find warm bodies to fill vacancies. Today, the best companies realize that success requires

More information

Strategic Employee Onboarding: First Impressions Are Everything

Strategic Employee Onboarding: First Impressions Are Everything ONBOARDING Strategic Employee Onboarding: First Impressions Are Everything Cornerstone OnDemand Whitepaper Series 2007 Cornerstone OnDemand, Inc. All Rights Reserved. Table of Contents Onboarding: More

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government

Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Introduction Introduction In today s Federal market, the effectiveness of human capital management directly impacts agencies

More information

FY16 BUDGET PRESENTATION

FY16 BUDGET PRESENTATION FY16 BUDGET PRESENTATION Human Resources Presented by: Shawn Ross Human Resources 1241- Human Resources Human Resources provides a full range of services in support of all City employees, departments and

More information

The Bottom Line on HR Technology: Improving Results and Lowering Costs with a Human Resource Management System

The Bottom Line on HR Technology: Improving Results and Lowering Costs with a Human Resource Management System The Bottom Line on HR Technology: Improving Results and Lowering Costs with a Human Resource Management System The Bottom Line on HR Technology Improving results and lowering costs with a Human Resource

More information

Delivering Value to the Business. Why Your Current HR Systems Hold You Back

Delivering Value to the Business. Why Your Current HR Systems Hold You Back Delivering Value to the Business Why Your Current HR Systems Hold You Back Delivering Value to the Business Why Your Current HR Systems Hold You Back When your Human Resources organization directly contributes

More information

Introduction. Save time. Develop Talent Pools. increase candidate care

Introduction. Save time. Develop Talent Pools. increase candidate care Introduction Most professionals agree that employees are an organisation s greatest asset. It therefore stands to reason that the business of attracting, screening and appointing these people (i.e. recruitment)

More information

HRStaffers. Your best resource to strengthen your company. Human Resource Process Solutions. www.hrstaffers.com

HRStaffers. Your best resource to strengthen your company. Human Resource Process Solutions. www.hrstaffers.com HRStaffers Your best resource to strengthen your company. Outplacement Employment Services HR consulting Services has been a leader in the recruiting industry for over twenty-two years. We have met the

More information

Workday Human Capital Management Suite

Workday Human Capital Management Suite Workday Human Capital Management Suite Modern businesses operate in highly competitive, complex global environments. An organization must thoroughly understand its global workforce in order to make quick

More information

COM-18-7559 J. Holincheck

COM-18-7559 J. Holincheck J. Holincheck Research Note 3 December 2002 Commentary Leveraging HCM Technologies to Control Labor Costs Large human capital management application suite purchases will be few and far between in 2003.

More information

SYSTEM OVERVIEW SYSTEM OVERVIEW MANAGE, MAINTAIN, COMMUNICATE AND AUTOMATE ALL OF YOUR HR-RELATED ACTIVITIES. One System. Infinite Possibilities.

SYSTEM OVERVIEW SYSTEM OVERVIEW MANAGE, MAINTAIN, COMMUNICATE AND AUTOMATE ALL OF YOUR HR-RELATED ACTIVITIES. One System. Infinite Possibilities. SYSTEM OVERVIEW SYSTEM OVERVIEW MANAGE, MAINTAIN, COMMUNICATE AND MANAGE, AUTOMATE MAINTAIN, ALL OF COMMUNICATE YOUR HR-RELATED AND ACTIVITIES AUTOMATE ALL OF YOUR HR-RELATED ACTIVITIES One System. Infinite

More information

We rank the top providers of talent management platforms based on customer satisfaction surveys.

We rank the top providers of talent management platforms based on customer satisfaction surveys. 2015 Baker s Dozen Customer Satisfaction Ratings: Talent Management Technology We rank the top providers of talent management platforms based on customer satisfaction surveys. By The Editors Talent management

More information

HR Technology Strategies that Work in Healthcare. Background

HR Technology Strategies that Work in Healthcare. Background HR Technology Strategies that Work in Healthcare Shawn Davis Intermountain Healthcare Background Shawn Davis Director, HR Workforce Solutions & Analytics IHRIM Board of Directors (2009-2011) HRIP Certification

More information

BRINGING MODERN RECRUITING SYSTEMS TO STATE GOVERNMENTS

BRINGING MODERN RECRUITING SYSTEMS TO STATE GOVERNMENTS National Association of State Personnel Executives 859.244.8182 lscott@csg.org www.naspe.net BRINGING MODERN RECRUITING SYSTEMS TO STATE GOVERNMENTS INTRODUCTION State governments manage a large workforce

More information

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process Business Process Description The recruiting and hiring process refers to the steps to identify, screen, select and hire people

More information

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008 State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic

More information

Three Strategies for Implementing HR in the Cloud

Three Strategies for Implementing HR in the Cloud Three Strategies for Implementing HR in the Cloud Adoption of cloud-based, software-as-a-service (SaaS) human resource management systems (HRMS) has become one of the hottest trends in HR. According to

More information

2015-2018 Human Resources Strategic Plan

2015-2018 Human Resources Strategic Plan 2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)

More information

An Overview of icims

An Overview of icims An Overview of icims January 2015 FORWARD LOOKING INFORMATION This document contains statements that constitute forward- looking statements, including but not limited to icims outlook for icims financial

More information

Partnering with a Total Rewards Provider

Partnering with a Total Rewards Provider CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

Department of Human Resource Management

Department of Human Resource Management Department of Human Resource Management I. Internal Scan Introduction The Department of Human Resource Management (DHRM) is the central human resource agency for the executive branch of Utah State government.

More information

Nebraska Whole Picture Recruitment: From Paperwork to People Work Featuring the Personic Applicant Tracking System Mike McCrory Dovi Mueller

Nebraska Whole Picture Recruitment: From Paperwork to People Work Featuring the Personic Applicant Tracking System Mike McCrory Dovi Mueller Nebraska Whole Picture Recruitment: From Paperwork to People Work Featuring the Personic Applicant Tracking System Mike McCrory Dovi Mueller Approximately four years ago Nebraska began to take a serious

More information

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Human Capital Management Human Resources Department Personnel Department Levers: Differentiated Pay Career Ladders Distribution of

More information

MOBILIZE. Transforming Field Service Operations with Mobile Technologies. Microsoft Dynamics GP. White Paper

MOBILIZE. Transforming Field Service Operations with Mobile Technologies. Microsoft Dynamics GP. White Paper MOBILIZE Microsoft Dynamics GP Transforming Field Service Operations with Mobile Technologies White Paper Solutions that Help Transform Field Service Operations into Strategic Profit Centers Date: June

More information

Department of Human Resources FY 2009-2013 Strategic Plan

Department of Human Resources FY 2009-2013 Strategic Plan Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human

More information

Part 3: Business Case and Readiness

Part 3: Business Case and Readiness The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key

More information

Program Summary. Criterion 1: Importance to University Mission / Operations. Importance to Mission

Program Summary. Criterion 1: Importance to University Mission / Operations. Importance to Mission Program Summary DoIT provides and supports the infrastructure and custom development for NIU s core human resources system: The PeopleSoft Human Resources Management System (PS- HR) provides core functionality

More information

P rovi di ng th e tale nt that dr ive s you r b us i n e s s s uc ce s s

P rovi di ng th e tale nt that dr ive s you r b us i n e s s s uc ce s s P rovi di ng th e tale nt that dr ive s you r b us i n e s s s uc ce s s When other companies are finished, we re just getting started. At Veritude we understand the importance of having a great team and

More information

Simplifying Human Resource Management

Simplifying Human Resource Management Simplifying Human Resource Management The Drive For Less Complexity And More Cost Control Executive Summary Today, there are Oracle Human Capital Management (HCM) solutions available to optimize every

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

California Department of Corrections and Rehabilitation Enterprise Information Services. Business Information System Project

California Department of Corrections and Rehabilitation Enterprise Information Services. Business Information System Project California Department of Corrections and Rehabilitation Enterprise Information Services Business Information System Project Initiation: January 2001 Completion: December 2012 2013 NASCIO Recognition Award

More information

Business Intelligence

Business Intelligence Leveraging Pre-Built Analytics for HCM Business Intelligence Phinu Koovakada Oracle BI Practice Manager Advanced d Technology Group 1 Copyright 1998-2010 KBACE Technologies, Inc. Agenda Economic Challenges

More information

2007 Innovations Awards Program APPLICATION

2007 Innovations Awards Program APPLICATION 2007 Innovations Awards Program APPLICATION CSG reserves the right to use or publish in other CSG products and services the information provided in this Innovations Awards Program Application. If your

More information

Lawson Healthcare Solutions Optimization of Key Resources Forms a Foundation for Excellent Patient Care

Lawson Healthcare Solutions Optimization of Key Resources Forms a Foundation for Excellent Patient Care Lawson Healthcare Solutions Optimization of Key Resources Forms a Foundation for Excellent Patient Care Healthcare organizations continue to experience an alarming erosion of their operational foundation,

More information

Managed Solution. for Staffing Industry

Managed Solution. for Staffing Industry Managed Solution for Staffing Industry Abstract As staffing industries are being challenged with revenue growth, the focus area for them is to reduce their back office costs continually, streamline the

More information

Helping Midsize Businesses Grow Through HR Technology

Helping Midsize Businesses Grow Through HR Technology Helping Midsize Businesses Grow Through HR Technology As a business grows, the goal of streamlining operations is increasingly important. By maximizing efficiencies across the board, employee by employee,

More information

Houston Community College Transforms IT Systems to Improve Service and Efficiency

Houston Community College Transforms IT Systems to Improve Service and Efficiency Houston Community College Transforms IT Systems to Improve Service and Efficiency Houston Community College Houston, TX www.hccs.edu Industry: Education & Research Annual Revenue: US$255 million Employees:

More information

RFP No. 1-16-C006 Human Resources Management System for the Metropolitan Washington Airports Authority

RFP No. 1-16-C006 Human Resources Management System for the Metropolitan Washington Airports Authority RFP No. 1-16-C006 Human Resources Management System for the Metropolitan Washington Airports Authority Questions and Answers Notice: Questions may have been edited for clarity and relevance. 1. Is there

More information

The creative recruiting solution for hiring creative people.

The creative recruiting solution for hiring creative people. Jobvite Hire: Advertising & Marketing The creative recruiting solution for hiring creative people. What s so special about creative people? Everything. Creative candidates don t fit molds. Instead of standard

More information

Department of Human Resources

Department of Human Resources Department of Human Resources FY 15-16 Proposed Requirements: $2,126,670 FY 15-16 Requirements by Division FY 15-16 Requirements by Fund Marsha Edwards Human Resources Director 541-682-3689 Department

More information

G&A Onboarding. G&A Partners Human Capital Solutions

G&A Onboarding. G&A Partners Human Capital Solutions G&A Onboarding G&A Onboarding streamlines new hire procedures and alleviates the administrative paper chase by providing new workers and their managers online access to all necessary employment forms,

More information

Numbers behind HR. Benchmarking. Workforce analytics

Numbers behind HR. Benchmarking. Workforce analytics Numbers behind HR Benchmarking 7 8 Workforce analytics 8 Workforce Analytics For several years, organizations have focused on the tactical information HR needs, and they ve used technology to drive it.

More information

The revolutionary recruiting solution that keeps your hiring processes in good health.

The revolutionary recruiting solution that keeps your hiring processes in good health. Jobvite Hire: Health & Sciences The revolutionary recruiting solution that keeps your hiring processes in good health. While Health & Science businesses are facing significant growth opportunities, both

More information

Healthcare Recruitment: Facing the Sequester Slash Costs and Cost-to-Fill

Healthcare Recruitment: Facing the Sequester Slash Costs and Cost-to-Fill Healthcare Recruitment: Facing the Sequester Slash Costs and Cost-to-Fill The healthcare industry is facing significant challenges in light of Medicare reimbursement cuts resulting from the Federal Sequester.

More information

Smart Track s ATS Functionality

Smart Track s ATS Functionality Businesses recognize that their most valuable resource is the people. With the demand for skilled talent continuously growing, it s a competitive necessity to have the best processes in place to attract,

More information

A Leon County Employment Application is required in all cases. A separate application must be made for each position applied for.

A Leon County Employment Application is required in all cases. A separate application must be made for each position applied for. SECTION III RECRUITMENT, SELECTION and APPOINTMENT 3.01 Recruitment A. The County is an Equal Employment Opportunity Employer. B. Applicants are recruited on the basis of job requirements. The County recognizes

More information

Fortune 500 Medical Devices Company Addresses Unique Device Identification

Fortune 500 Medical Devices Company Addresses Unique Device Identification Fortune 500 Medical Devices Company Addresses Unique Device Identification New FDA regulation was driver for new data governance and technology strategies that could be leveraged for enterprise-wide benefit

More information

An Online Application System for Civil Service Employment

An Online Application System for Civil Service Employment An Online Application System for Civil Service Employment Richard K. Enyard, Ph.D., SPHR Eastern Illinois University Sandra E. Bowman Eastern Illinois University William Weber Eastern Illinois University

More information

Human Resources Department

Human Resources Department Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment

More information

A Practical Approach to Aligning and Managing Employee Goals

A Practical Approach to Aligning and Managing Employee Goals A Practical Approach to Aligning and Managing Employee Goals By James Harvey A Knowledge Infusion White Paper June 2006 Table of Contents: Executive Summary... 3 Introducing Workforce Alignment... 4 People-Centric

More information

Top Tier Staffing, LLC. General Information

Top Tier Staffing, LLC. General Information 36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBE

More information

HUMAN RESOURCES DEPARTMENT

HUMAN RESOURCES DEPARTMENT HUMAN RESOURCES DEPARTMENT Administration and Support HUMAN RESOURCES DIRECTOR Human Resources - Personnel Services - Employee and Labor Relations - Risk Management - Training and Development - Equal Employment

More information

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS Helping Companies Optimize Their HR/ Benefits/Payroll Service Partnerships White Paper The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) Contents Executive Overview 3 About the

More information

When companies purchase an integrated learning

When companies purchase an integrated learning Feature 2. Project team members are required to perform their regular responsibilities in addition to committing their time to the implementation. Organizations can overcome these challenges if they find

More information

INTRODUCING TALEO 10. Solutions Built for the Talent Age. Powering the New Age of Talent

INTRODUCING TALEO 10. Solutions Built for the Talent Age. Powering the New Age of Talent TALEO10 TA LEO.COM Solutions Built for the Talent Age Business value is no longer defined by tangible assets. It s powered by people and ideas. Competitive advantage comes from superior talent driving

More information

People in the Cloud: Trends in Human Capital Management. May 8, 2013

People in the Cloud: Trends in Human Capital Management. May 8, 2013 People in the Cloud: Trends in Human Capital May 8, 2013 About ADP One of the world s largest providers of business outsourcing solutions and services for Employers ($9B*) Human Resources Payroll Benefits

More information

Human Resource Management and Payroll for Microsoft Dynamics GP

Human Resource Management and Payroll for Microsoft Dynamics GP Pre-sales Requirements Assessment Questionnaire This document is designed to assist you in understanding the client s organizational requirements for Human Resource Management and Payroll, which in turn

More information

One Source...Many Resources Making HR & Benefits Easy

One Source...Many Resources Making HR & Benefits Easy HR, BENEFITS, & PAYROLL TECHNOLOGY MODEL FLEXIBLE HR, BENEFITS, & PAYROLL SOLUTIONS CO-SOURCED TO ENSURE SUCCESS HR, Benefits, & Payroll Consulting Consultation to identify new technologies that are available

More information

Financial Systems Integration

Financial Systems Integration Finance & Administration Committee Action Item III-A May 13, 2010 Financial Systems Integration Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:

More information

Program Summary. Criterion 1: Importance to University Mission / Operations. Importance to Mission

Program Summary. Criterion 1: Importance to University Mission / Operations. Importance to Mission Program Summary DoIT supports and provides the infrastructure and custom development for NIU s core financial systems: PeopleSoft Financial Management (PS- FMS) provides financial information to over 200

More information

The Ultimate Guide to Buying HR Software for your Growing Business. Get your decision right with this step-by-step guide!

The Ultimate Guide to Buying HR Software for your Growing Business. Get your decision right with this step-by-step guide! The Ultimate Guide to Buying HR Software for your Growing Business Get your decision right with this step-by-step guide! Ward Christman Chief Advisor, HR Tech Advisor Ward Christman s career in HR technology

More information

Performance and Possibilities

Performance and Possibilities Performance and Possibilities Streamline administrative tasks. Promote employment compliance and risk management. Increase workforce productivity. All with PeopleStrategy. Replace complexity with efficiency

More information

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE

More information

Nomination for NASPE Eugene H. Rooney Jr. Award Innovative State Human Resource Management Program

Nomination for NASPE Eugene H. Rooney Jr. Award Innovative State Human Resource Management Program Nomination for NASPE Eugene H. Rooney Jr. Award Innovative State Human Resource Management Program Program Title Performance and Talent Management Initiative (Performance Matters Initiative) State Florida

More information

Evaluating Workforce Management Solutions

Evaluating Workforce Management Solutions Workforce Management Made Easy WHITE PAPER SERIES Evaluating Workforce Management Solutions A seven-step plan for selecting human resources and payroll management technology that meets your company s needs

More information

Human Resource Management Flexible, configurable and easy to use

Human Resource Management Flexible, configurable and easy to use Human Resource Flexible, configurable and easy to use Candidate Selection, Credentials, On Boarding, Develop, Performance, Competency, Health & Safety, Retention, salary Replacement, Qualifications, Induction,

More information

State of Montana. Office Of Public Instruction IT Strategic Plan 2014. 1. Executive Summary

State of Montana. Office Of Public Instruction IT Strategic Plan 2014. 1. Executive Summary State of Montana Office Of Public Instruction IT Strategic Plan 2014 1. Executive Summary 1 The IT Division has experienced dramatic growth of its supported environment in the past three to four years.

More information

2009 NASCIO Recognition Awards Page 2 of 7

2009 NASCIO Recognition Awards Page 2 of 7 State of Oklahoma 2009 NASCIO Recognition Awards Nomination Statewide ERP Implementation Office of State Finance Nominating Category: Enterprise IT Management Initiatives Lead, Support, Serve B. Executive

More information

Workday Integration Cloud Connect

Workday Integration Cloud Connect Workday Integration Cloud Connect With Workday as the core system of record, companies need to connect to multiple third-party systems and applications to satisfy key business functions and processes.

More information

Request for Information (RFI) On-Line Applicant Tracking System

Request for Information (RFI) On-Line Applicant Tracking System BACKGROUND Request for Information (RFI) On-Line Applicant Tracking System Community Transit is a special purpose municipal corporation providing public transportation services. It was created by Snohomish

More information

07/18/2011. sodexousa.com

07/18/2011. sodexousa.com 07/18/2011 sodexousa.com Overview Sodexo Who We Are Talent Management of Olde Competency Model Going Online Performance Cycle Online Process 2004-2011 Benefits Realized Succession Planning Data 2009 Decision

More information

Retail: Tips for Reducing Recruitment Costs Increase Your Hiring Performance while Decreasing Cost-to-Fill

Retail: Tips for Reducing Recruitment Costs Increase Your Hiring Performance while Decreasing Cost-to-Fill Retail: Tips for Reducing Recruitment Costs Increase Your Hiring Performance while Decreasing Cost-to-Fill Recruiting in retail presents some pretty big challenges compared to other industries. Known for

More information

7 things to ask when upgrading your ERP solution

7 things to ask when upgrading your ERP solution Industrial Manufacturing 7 things to ask when upgrading your ERP solution The capabilities gap between older versions of ERP designs and current designs can create a problem that many organizations are

More information

Making the Business Case for HR Investments During Economic Crisis

Making the Business Case for HR Investments During Economic Crisis I D C V E N D O R S P O T L I G H T Making the Business Case for HR Investments During Economic Crisis March 2009 Adapted from Putting Performance at the Hub of the Talent Universe by Lisa Rowan, IDC #214468

More information

ATS. The. The Staffing Agency s Guide to Buying an Applicant Tracking System

ATS. The. The Staffing Agency s Guide to Buying an Applicant Tracking System ATS The Advantage: The Staffing Agency s Guide to Buying an Applicant Tracking System 87 % of North American recruiting professionals agree that using ATS/CRM technology is important to the success of

More information

T H E B O T T O M L I N E

T H E B O T T O M L I N E P R O G R A M : H U M A N C A P I T A L M A N A G E M E N T R O I C A S E S T U D Y D O C U M E N T Q 9 J A N U A R Y 2 0 1 6 ULTIMATE ULTIPRO WARREN EQUIPMENT COMPANY A N A L Y S T Brent Skinner T H E

More information

The relatively recent combination of

The relatively recent combination of Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have

More information

DEPT: Human Resources UNIT NO. 1140 FUND: General - 0001. Budget Summary

DEPT: Human Resources UNIT NO. 1140 FUND: General - 0001. Budget Summary Budget Summary Category 2014 Budget 2014 Actual 2015 Budget 2016 Budget 2016/2015 Variance Expenditures Personnel Costs $5,710,284 $5,581,227 $5,982,709 $6,342,873 $360,164 Operation Costs $284,245 $256,846

More information

Transforming Field Service Operations w ith Microsoft Dynamics NAV

Transforming Field Service Operations w ith Microsoft Dynamics NAV Transforming Field Service Operations w ith Microsoft Dynamics NAV Open Door Technology Inc. Date: May 2010 www.opendoor.ca 8 77.777.776 Contents Introduction... 3 Mobile Technology Needs for Field Services

More information

Organization and Operations. Metric Name Formula Description

Organization and Operations. Metric Name Formula Description Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees

More information

Human Resources. General Government 209. Prince William County FY 2014 Budget MISSION STATEMENT. Human Resources; 3.7%

Human Resources. General Government 209. Prince William County FY 2014 Budget MISSION STATEMENT. Human Resources; 3.7% Prince William Self- Insurance Group; 8.6% General Registrar; 2.5% Unemployment Insurance Reserve; 0.1% Board of County Supervisors; 4.4% Executive Management; 3.9% Audit Services; 1.0% County Attorney;

More information

Human Capital Update

Human Capital Update Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:

More information

Making the right choice: Evaluating outsourced revenue cycle services vendors

Making the right choice: Evaluating outsourced revenue cycle services vendors Making the right choice: Evaluating outsourced revenue cycle services vendors Page 1 Managing resources at today s hospitals and health systems is an ongoing challenge, considering the numerous clinical

More information

About Workday. I started Workday to bring passion and customer focus back to the business of enterprise applications. Real Enterprise Cloud

About Workday. I started Workday to bring passion and customer focus back to the business of enterprise applications. Real Enterprise Cloud About Workday Workday (NYSE: WDAY) provides unified finance, human resources, and student/faculty lifecycle management cloud applications designed for the way people work in today s organizations. Founded

More information