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Moving your organization to the cloud—and more specifically, SAP SuccessFactors—is a major investment, both in time and money. Your business expects a certain return on this investment, which HR is eager to deliver. Going live is only the first step towards delivering on that promise. Maintaining, nurturing and developing your organization’s SAP SuccessFactors functionality and services ongoing is what will maximize the value of your investment.
Establishing measurable success criteria
In late 2016, the Workday Value Index Study took a close look at how users get the most value out of their investment. More than 50 global customers participated in the survey, sharing insights from companies ranging in size from 500 to 90,000 employees. These organizations were at varying stages in their Workday journey.
Performance and value was measured across the following dimensions:
Key findings: Higher-performing Workday customers have a number of things in common:
Interestingly, the study also found that customers ranked the improvement and alignment of HR Service Delivery (set up and operation) as a pivotal factor for delivering impactful services to their businesses.
Clearly, there is a direct correlation between the readiness and capability of the customer’s support organization and higher performance levels and better value realization. But what do these organizations actually do and how are they structured?
Those organizations that achieve success typically adopt a collaborative approach, engaging teams of experts from HR, IT and finance to deliver and support their services.
With concentration on the HR/HCM side of things, we’re often asked about the typical ratio and structure (roles and responsibilities) of the client HRIT organization. This is not easy to answer, however, based on an ongoing study of our own client base in Europe, we have a good idea that the following is fairly reflective of how Workday is managed across the globe.
Most of our clients use a hybrid centralized/shared service approach to supporting Workday. This usually entails a global (central) center of excellence with distributed Tier 1 and subject matter experts, depending on the regional or international spread. This central COE team (known as HRIT) is split into functional and technical responsibilities:
There are typically 3 main disciplines on the Workday BAU and change agenda for IT: