Event Report: One Year Later, Ceridian Dayforce HCM Delivering on its Vision

Last year’s acquisition of Dayforce heralded Ceridian’s pivot from a payroll service bureau to an HCM vendor focused on technology and innovation. One year later, Ceridian demonstrates strong customer adoption of its new platform and continued HCM process transformation to enable HR organizations to create a more effective workforce.

 

Last month I attended Ceridian’s annual analyst forum, where members of the executive team shared their vision and strategies for the future. Ceridian HCM CEO David Ossip put an interesting spin on the role of HR in the future when he stated,

The value of HR isn’t in becoming a strategic partner. The goal of HR should be to help the company create the most effective workforce.”

This sentiment reflects the pragmatism of a team committed to innovation with tangible value; a focus on the processes, tools and information needed to create and maximize the value of the workforce.  Below are the highlights I took away from this most recent analyst briefing.

  • Ceridian continues its pivot from an HRO service provider to SaaS technology provider. With the advent of cloud services and the ability to centralize the skills and knowledge needed for optimized compliance and support, it only makes sense that businesses would look to the cloud for specialized support of processes such as Payroll and global HR. With Dayforce HCM, Ceridian is helping its customers move from former “lift and shift’” HR Outsourcing (HRO) deals to the advanced benefits of software in the cloud coupled with centralized specialization and compliance support. The platform itself includes capabilities for messaging, analytics, workforce activities, mobile access via native iOS and Android support, and other foundational items necessary for comprehensive HCM support, with collaboration advances underway as described further below.
  • Accelerating customer momentum validates the data-fueled platform. Available in the US and Canada, momentum is strong, with over 700 clients live on the Dayforce platform (of more than 1000 total clients), with roughly 30-50 clients going live each month. Approximately 15% of the live Dayforce HCM clients are those that have migrated from core Ceridian applications. One of the key benefits touted by the Dayforce clients is their ability to view and act on data BEFORE the time is worked, before payroll is processed, tackling potential problems before they happen. Other benefits include the ability to see fully burdened costs before the time is actually worked, and soon, to manage the rolling eligibility requirements of the PPACA (Patient Protection and Affordable Care Act), all through a real-time engine designed to support compliance and information needs proactively, not reactively. Batch processes or after-the-fact alerts will eventually become the purview of “legacy” vendors unable to keep pace with the demands for instant data analysis and decision support.
  • The unified, end-to-end HCM platform is emerging, but still a year or more away. Today the Dayforce HCM platform delivers core HR, Payroll, Workforce Management (Time & Labor, Absence, Leave Management) and Benefits functionality, targeted primarily to North American operations. Expanded global HR support is on the roadmap, but for global payroll, clients can immediately tap into payroll services across almost 60 countries via Ceridian’s international payroll solutions (IPS). Through this managed services offering, consolidated payroll results across global and local payroll providers can be fed back from the IPS aggregator to Dayforce payroll for global reporting.Support for more strategic talent management processes will begin with the launch of Dayforce Recruiting, targeted for Fall 2013. Ceridian today has a standalone recruiting offering, but that solution will be sunsetted as the next generation recruiting offering from Dayforce becomes available. The initial Dayforce recruiting solution will support managing the candidate’s status and progression through the recruiting lifecycle. (However, I also expect to see some innovations in scheduling and onboarding from this development team that demonstrates at every opportunity the advantages of a unified platform and real-time rules processing.) In 2012, the analyst community was advised that advanced compensation and performance management was slated for 2013, but recruiting has now taken top priority for the Dayforce HCM team. As a result, these and other investments in strategic talent management will be pushed out to 2014. There are no current plans for delivery of a learning offering (LMS) and we can expect partner solutions to fill this gap for the next few years.
  • The experiential platform takes center stage over transactional systems. The Dayforce HCM team introduced Engage, its new social platform due later this year that will become the new front-end User Interface (UI) for its applications. Ceridian clearly understands that social enablement is more than just conversations, it’s about getting real work done. In fact, collaboration is viewed as such a fundamental component to today’s workforce processes that Engage will be included in all Dayforce HCM offerings at no additional cost. Clients not yet ready for such collaboration in their core workforce can simply turn it off, accessing it in the future as desired.Continued investment will be needed before it achieves competitor status in this space, as the current focus is largely engagement via activity streams, but the initial offering of Engage will be a good first step toward both augmenting and transforming traditional work processes through social collaboration. While I agree with David Ossip that the “mobile” hype is giving way to broader considerations of “accessibility,” I do not agree that “social” is giving way to “activity streams.” The term “social” often has a conversational, non-work-related connotation; however the idea of purposeful social – social collaboration that is contextual and event-support driven – is an entirely intuitive and evolutionary approach to getting work done. Activity stream integration is important (and the initial Engage offering will include single sign-on (SSO) to facilitate this with Salesforce Chatter and Microsoft Yammer), but collaboration should also happen at the transaction itself; at the point of need.  It’s too early to know the depth of social support planned by the Dayforce team or how it will integrate more deeply with broader social enterprise networking tools.
  • Contextual content will increase in prominence. This is a continuing and interesting play for Ceridian: their EAP (employee assistance program) services via LifeWorks, acquired by Ceridian 1998. Usually we think about EAP services as a pool of resources available for employees to call when needed, or as a repository of research and information available through onsite and internet access. This market is transitioning, however, from SaaS-based solutions to a focus on more contextual content delivered to the end users (a push rather than a pull model). Ceridian has a vision to evolve its LifeWorks offering by embedding EAP content into talent-related events in the Dayforce platform, ensuring context-relevant information at the time of need. Such a move will begin to move Ceridian into the knowledge enablement space of vendors like Infor Enwisen and Peoplefluent (formerly Authoria), but they’ll have a network of EAP counselors driving much of that content development behind their offering. Ceridian’s social platform and context engine requires additional development to achieve its full potential. Regardless, it is good to hear that team thinking about enabling transactions with contextual content as they build out the future Dayforce HCM talent management offerings.
  • Continuing core investments demonstrate customer commitment. Mindful of not disenfranchising its core customer base, Ceridian continues to invest in its current applications and other service lines including international payroll, pay cards, tax filing and others. It should also be noted that Ceridian not requiring a forced migration to the Dayforce platform, allowing clients to move as appropriate for their needs.

The Bottom Line

As I indicated in my write-up last year, Dayforce HCM is positioned to perform well in a market ready for process transformation.  It has delivered a large amount of functionality in the single year since the acquisition, and net-new customer uptake validates its market readiness. Strong leadership, an unwavering commitment to customer success for new and install base clients, and innovative approaches to traditional processes make Ceridian a viable and disruptive force to watch in the HCM market.

News Analysis: Infor Adds SaaS LMS with Acquisition of CERTPOINT

Proving it has not lost its appetite for acquisitions, on March 4th, 2013, Infor announced its planned acquisition of New York based CERTPOINT Systems, Inc., a SaaS provider of global learning management software (LMS) and learning content management software (LCMS).

CERTPOINT backgroundinforcertpoint

Founded in 1996, CERTPOINT (formerly Vuepoint) offers comprehensive learning solutions including LMS, LCMS, content authoring, competency management, integrated web conferencing, mobile access and social learning to more than 1300 clients across more than 80 countries.  Marquis customers include Toyota, Honda, Motorola, Ralph Lauren, LANCOME and Weightwatchers. Like Infor, it boasts a hybrid offering, delivering on-premises, hosted and SaaS-based offerings; the majority of its clients, however, utilize the SaaS applications, consistent with adoption trends in the human capital management (HCM) market.  CERTPOINT also provides consulting services including content development, implementation and strategic consulting.  It currently employs approximately 50 staff, most based in New York.

The acquisition expands two key areas for Infor:

  • With the CERTPOINT acquisition, the Infor Human Capital Management (HCM) suite delivers a comprehensive end-to-end offering. Tarik Taman, the GM of Infor HCM, noted that, “The acquisition of CERTPOINT will enable Infor to offer customers an end-to-end HCM solution, delivered to help maximize access and business insight and achieve breakthrough performance. In addition to complementary functionality, the acquisition of CERTPOINT sends the signal that Infor intends to be atop the leaderboard of SaaS Enterprise Human Capital Management solution providers.”
  • Point of View (POV): As Infor continues to move its HCM suite of products fully to the cloud (watch for their announcements in this area in the Summer of 2013), the acquisition of SaaS-based CERTPOINT completes the suite with solid LMS capabilities. And in today’s global, virtual and mobile work environments, CERTPOINT’s delivery of personalized electronic content to mobile devices is precisely the type of capability required for business performance.  Integration via Infor’s technology framework, Infor ION, will focus on the HCM products (Lawson HRM, Talent Management and Service Delivery), but will also extend to other Infor solutions to meet strategic opportunities. WebEx Communications is the current partner to CERTPOINT for delivering integrated web training and conferencing; Infor does not currently have a competing offering but I expect this to be an area of development for the Infor ION team in the future. From an end-to-end perspective, Infor is one of the few providers of HR Service Delivery (having acquired this from Lawson/Enwisen in 2011).  The Infor Enwisen platform has served as a unifying solution across all Infor Lawson HCM products, delivering portal, knowledgebase and multi-tiered support across the suite. Integration with Enwisen will bring rapid value-add to CERTPOINT customers.

  • CERTPOINT fortifies Infor Healthcare solutions with critical learning capabilities. Certification and compliance training are mission critical activities in the healthcare industry.  Combined with the verticalized solution for Healthcare from Infor HCM, clients will be able to move beyond certification and compliance to the creation of high performing healthcare organizations.
  • Point of View (POV):  Infor gained a major presence in Healthcare with the acquisition of Lawson software in 2011, and so CERTPOINT’s Healthcare industry solution is a natural launch point for showcasing the combined offering. Infor has, in fact has already begun this push, as it positions richer capabilities for the Healthcare industry as well as increased thought leadership with the hiring of a Chief Medical Information Officer (CMIO) to oversee the Infor Healthcare suite. Other industries such as Automotive, Food & Hospitality and Manufacturing  will be early solution targets as well. One of Infor’s points of differentiation is its micro-vertical strategy: beyond the standard 21 or so industry vertical classifications, Infor recognizes the unique needs coming from more than 2000 micro-verticals within these broader industries. CERTPOINT clients will benefit over time from Infor’s micro-vertical focus as this specialized knowledge infuses and expands the capabilities of its nine current vertical offerings.

Bottom Line:  Infor Advances its Move to the Cloud

Today,  Infor is the third largest provider of enterprise applications and services, with a valuation of $16B and five consecutive quarters of double-digit license revenue growth. It doesn’t just compete with Oracle and SAP, however; it increasingly competes with the likes of Workday and Ultimate as clients look to the cloud for Enterprise HCM.  The acquisition of CERTPOINT not only completes the Infor HCM suite, it does so through a SaaS offering that enables rapid, low cost deployment and frequent innovations in a business-critical area.  Additionally, CERTPOINT provides support for the extended enterprise – training for partners, suppliers and customers – including eCommerce capabilities for companies that deliver training for profit. With Infor Ming.le, Infor’s social platform still in development, CERTPOINT’s social learning will also be a welcome and timely addition to the Infor HCM suite.

As always, the devil is in the details, but given that CERTPOINT today integrates with many HCM solutions (including its strategic partner, Ultimate Software), the initial phase of the Infor/CERTPOINT integration should come to market quickly, with more strategic points of leverage following in subsequent iterations.  Infor clients will benefit from this acquisition through the additional depth of learning capabilities; CERTPOINT clients will have a new, integrated path to consider as they evaluate the upgrade or replacement of their current HCM infrastructures.

Related posts:

Event Report: #InforSummit Reveals More Than a Redesigned Infor

Seven Ways Infor is Advancing HCM (Hint: Lawson is but One)

IBM Connect 2013 First Take: Will Watson be the future of HCM?

The messages at this morning’s IBM Connect keynote event were clear: The future is “Social” and the new language of business is “Analytics”. Welcome to the future.

All morning these messages were evangelized and demonstrated, from IBM executives and their demo teams, to clients like Bosch, Caterpillar and Regeneron Pharmaceuticals, and even from a Hollywood star-slash-collaborative film development entrepreneur.  Each spoke on the transformational role that collaborative, social engagement is having in our business and personal lives, changing how we work, play, create, engage and in some cases even how we’re paid or rewarded for our efforts.

For me, one of the most intriguing aspects of the keynote came at the end, when Mike Rhodin, SVP IBM Software Solutions Group, spoke to the future and the intersection of social, analytics and people processes.  He spoke of cognitive systems like IBM’s Watson and its ability to filter through the terabytes of data created every day to see patterns, unlock the real truth about business, employees and customers, and to weave intelligence into every aspect of the fabric of a business.

Watson meets HCMFor example, Rhodin asked that we imagine a central “employee center” for global organizations – one which becomes a trusted career advisor from pre-hire through advanced roles in the organization through the continuous analysis of formal, informal, social and other inputs (structured and unstructured) to present a highly personalized, dynamic and guided  path for each individual. Not the static, pre-defined career paths of the past, but truly intelligent, contextual and adaptive guidance to the individual all throughout their career with a company.

Long term future vision?  Not as far off as might be imagined.  Today, Watson is being used in select healthcare use cases such as analyzing patient records and myriad information sources to surface recommended treatment protocols.  Applying similarly deep and broad analysis across the ‘big data’ of the enterprise, with a lens on employee success and value creation for the organization, makes complete sense.  Only big data analytics will be able to effectively interpret all the signals an enterprise may receive around its employees and drive meaningful insights and decision support – for managers and the employees alike.  Embedded cognitive systems are the necessary next step as we evolve our talent technologies and processes from transactional systems to systems of engagement and, ultimately, transform them to the experiential systems necessary to thrive in the future of work.

Of course – the answer isn’t just pure analytical power.  Human engagement and analysis will still be needed.  Even in the Watson-recommended healthcare protocols referenced above, the physician and other caregivers use the results to inform and guide their actions; ultimately the healthcare provider makes the final decision.  Likewise, in the career management and other employeee-oriented engagement scenarios, the cognitive system-delivered paths will serve as guides to inform individuals; Watson won’t replace the person-to-person conversations and analysis that will ultimately drive the employee’s action.  What’s transformational, however, is the richness of information that will inform those individual actions, that can make recommendations based on previously hidden patterns and connections, all because of the capabilities of real-time analysis of vast quantities of seemingly disparate information.

Many announcements are underway here at IBM Connect and the opportunities for the  HCM market are numerous; more to follow in upcoming days.  Meanwhile, let me know what you think about the idea of Watson and related systems and the opportunities for HCM.

Will a Move to the Cloud Make IT Irrelevant?

An impressive number of IT and Business leaders from across EMEA have converged  upon Dubai this week to participate in Oracle’s CloudWorld, an executive event focused on the disruptive technologies of social, mobile and, of course, Cloud.  The Dubai event is the first in a series of conferences that will take place in select cities across the globe through April 2013.

One of the common conversations taking place amongst conference delegates is the impact of these technologies on the IT organization – fundamentally, is cloud making IT irrelevant?

The reality is actually just the opposite: embracing cloud and other disruptive technologies enables the IT organization to rebalance its investments in core infrastructure to embrace more strategic investments in integration, intelligence and innovation.

Constellation Research has published extensively on this topic, and I presented on it as well throughout 2012. Embedded below is one such presentation, taking a look at the evolving role of IT organizations as the Future of Work unfolds, including top priorities, key challenges and required shifts in thinking. Whether focused on Infrastructure, Integration, Intelligence or Innovation, the “I” in the “IT” Organization is morphing to match the needs of the organization, taking a more business-focused point of view.

Click here to view the presentation:  The Evolution of IT Organizations in the Future of work

For additional thoughts on the hybrid IT environment that is likely emerging in your organization as a result of partial cloud adoption, check out this article and published research, also by Constellation.

Contact us at Constellation Research if you would like to discuss our research on this topic in more detail.

Kicking Off 2013 in the Hot Seat

What can you cover in 20 minutes on a radio show with a provocative host?  A lot, apparently.SoMoCloHy

I had the pleasure of joining Bill Kutik, well-known HR industry analyst and founding Co-Chair of the annual HR Technology Conference, on his biweekly program, the Bill Kutik Radio Show, sponsored by Knowledge Infusion. It was Bill’s 118th radio show to date, but his first show of 2013, marking the second time in a row that I’ve been honored to be Bill’s guest on his “New Year kickoff” episode.

For 20 minutes, and with no-holds-barred, Bill peppered me with questions spanning some of the hottest topics in HCM:  SaaS, Social, Mobile and Hybrid HCM.  A few of the questions we discussed – and at times, debated – were these:

  • Are social technologies delivering business value?  Have they found their place as ‘real tools’ or are we still just connecting and sharing?
  • Is SaaS winning because we’re doing less diligence? Are switching costs really less for SaaS vs. OnPremises solutions?
  • Is Hybrid HCM (the combination of OnPremises and SaaS deployments) part of the journey to the Cloud, or a destination in itself?  Why would you go that route?
  • Mobile – is there real enterprise value here, or is mobile really just for a few targeted processes such as time & labor?  Where is it making a difference?

Click here to listen to this highly interactive session.  For a full roster and links to Bill’s many other radio interviews, visit KI OnDemand.

Disclosure: neither Bill Kutik nor Knowledge Infusion are clients of mine or of Constellation Research, Inc., but I am not above buying them (or letting them buy me) a drink, coffee or other refreshment when our paths cross in exchange for great industry conversation and insights. 

Moving Payroll to the Cloud? Join the Crowd.

wordcloudIf you’re considering a move to the Cloud for your payroll technologies, you’re not alone.  In a recent survey by Constellation Research, Inc. partner Computer Economics, 40% of companies considering payroll technology investments reported such investments involved a move to the Cloud.

Why the mass migration?  In a recent webinar on the topic, I outlined six key benefits of Cloud-based Payroll.  In short, organizations moving their payroll to the cloud are doing so to reap the many benefits of SaaS while ensuring the core objectives of Payroll are met:

  1. Quality.  Innovations arrive faster and are adopted more rapidly in the Cloud than with traditional on-premises and hosted software.  With true, multi-tenant SaaS, clients are always on the latest release of the software, enabling organizations to move from periodic jumps to continuous innovation in user experience, workflows and capabilities. If you think this doesn’t matter to user experience, think again.  Organizations routinely report higher levels of  satisfaction with the usability of SaaS solutions over traditional offerings across all user roles (end users, managers and administrators).
  2. Cost optimization.  An immediate value to organizations – and a large factor behind the movement of technology buying from IT into the line of business – is how easily and quickly SaaS solutions can be deployed to solve immediate business needs.  SaaS solutions are implemented on average 82% faster than on-premises solutions and require only 22% of the resources in ongoing staff compared to on-premises shops, freeing up members of the payroll team to focus on more strategic initiatives. (Source: CedarCrestone 2012-13 HR Systems Survey, 15th ed.)
  3. Risk Mitigation. While many still cite security concerns as a top reason for keeping payroll technology in-house, the reality is that SaaS providers typically excel in security measures (including access controls, backup and recovery, and myriad other potential vulnerability points) due to the large volume of disparate clients continuously pushing their own systems audits and inquiries. SaaS Payroll providers also take on responsibility for ensuring all legal/regulatory changes are applied, tested and available.  With tens, hundreds or thousands of customers utilizing these services, it ensures many more eyeballs watching for and reporting any occasional “misses” from the provider and an accompanying rapid response to such issues.
  4. Control.  Managing payroll on premises does not guarantee that the payroll organization has the controls it desires over its technologies and processes. (If you’ve ever waited for your IT organization to apply an update or manage an enterprise upgrade, you know this all too well.)  Outsourcing payroll further reduces an organization’s span of control, especially with regard to timing of process flows and reporting/analytics. With SaaS, the payroll organization gets full control over process timing (data entry, audits, check runs, quality checks, adjustments, etc.); anytime access to data, analytics and reporting; and the assurance that the software is always at the latest release with the most recent changes in legs/regs applied and tested.
  5. Flexibility.  SaaS solutions, by design, support the dynamic nature of a business – the ability to rapidly scale hardware needs to support dramatic increases or decreases in resources are inherent to these solutions.  But flexibility in the payroll world also means the ability to quickly integrate to local payroll solutions across the globe, to respond to ever-changing time and pay regulations, and to meet the dynamic needs and priorities of the company.  SaaS-based payroll solutions leverage the emerging best-practices in cloud-based integrations, ensure the fastest time to readiness in response to changing regulations, and provide the foundation for business agility in global operations.
  6. Insight.  Multi-country payroll almost demands a SaaS solution, as it invariably requires integrations to local payroll providers in countries where a smaller number of employees reside or where major payroll providers have not yet standardized an offering.  Those myriad integrations frequently lead to delayed  visibility into the actual payroll costs across the globe, causing surprise ‘hits’ to financials. Just over 50% of global organizations today report having a global system of record, and hence are hampered by not having all the global data transparency necessary for timely, strategic decision making.  SaaS Payroll providers can rapidly integrate and manage a global view of the payroll activities of an organization, both minimizing financial risks while making available a broader base of data from which to glean additional insights.

Furthermore, when part of a broader global SaaS HRMS platform, SaaS Payroll moves from an administrative to a strategic play as it provides the ability for organizations of any size to dynamically scale operations and to securely plug into global capabilities, and thus engage and compete on a global scale.

Many other facets of SaaS Payroll are explored in this webinar, including a view into social enablement of payroll processes as well as how SaaS can future proof the career of today’s payroll leadership.

The question of SaaS for Payroll, or for any other HCM related initiative, has clearly moved from “Why” to “Why Not?”

Catch the webinar replay here:  The Changing Landscape of Payroll: Moving to the Cloud

Disclosure: this webinar was sponsored by Workday, a client of Constellation Research, Inc.

Tuesday’s Tidbits: Challenges in Talent Mobility

Tuesday’s Tidbits” is a recurring post serving up “choice morsels” of information. Brief? You bet. Distracting? Absolutely. Useful? Hope so! Read on and enjoy.

I’ve been writing and speaking a lot about the Future of Work and how it requires an evolution in the way we engage and inspire the next generation workforce. New thinking and approaches to Talent Mobility (the practice of engaging, developing, retaining and deploying organizational talent) are required if organizations are to thrive in the future of work.

This new mindset extends from pre-employment considerations (how can we improve the skills in the labor market to improve employability) to post-hire practices which include relinquishing the “command and control” mentality so that employees are given the tools necessary with which to drive their own mobility forward.  (My POV:  Social collaboration tools become critical for organizational success in this area, as they enable mentoring, transparency in projects and foster the conversations that will drive employee engagement, knowledge sharing and, ultimately, mobility within the enterprise).

Mercer published their study on this topic earlier this year, Talent Mobility Good Practices.  The study uncovered four key issues facing organizations globally, as summarized in the Infographic below.

Tackling talent mobility issues
Infographic by Mercer Insights

Your POV

Are you contemplating a shift in your talent mobility strategies?  Add your comments to this blog or send us a comment at Y@ConstellationRG.com.

Please let us know if you need help with your talent mobility strategy efforts.  Here’s how we can assist:

  • Reviewing your talent mobility and other people process strategies
  • Connecting you with other pioneers
  • Sharing best practices
  • Designing a next gen apps strategy
  • Vendor selection

Seven Ways Infor Is Advancing HCM (Hint: Lawson is But One)

Summary: HCM growth gains prominence at Infor as investments across infrastructure and technologies combine to create a solid foundation for HCM growth. With a focus on complete vertical solutions, a consumer grade user experience and flexibility, Infor is poised to capitalize on its position as the third largest ERP vendor in the world.

infor logoLet’s face it: in previous years, if you were thinking about leading Human Capital Management (HCM) technologies, the name “Infor” just didn’t bubble to the surface. A collection of more than 30 acquisitions, Infor’s HR capabilities were largely delivered in the context of industry vertical-focused solutions, bringing solid HR functionality into the suite, but certainly not on any watch lists for best-in-class HCM technology. Last year, Infor acquired a market leader in HCM, Lawson Software, and the market held its breath while it waited to see if, indeed, this was “the end of Lawson HCM.”

It’s time to release that breath.

Infor is investing heavily in their HCM portfolio, and in fact positions growth in HCM as a strategic initiative for the organization. The last 6 months have seen a series of product and technology releases across the Infor and Lawson platforms. Infor has also been busy under the covers, making operational changes to improve efficiencies, speed innovation, improve scale, and refine their go to market approach.

I have spoken with executives and HCM leadership across Infor over the past few months. At the highest levels, CEO Charles Phillips speaks of Infor’s focus on delivering complete industry suites, delivering functionality with a consumer grade user experience, and “reimagining the management of software” for maximum flexibility. These tenets are manifest in the current and future directions articulated by the Infor HCM leadership team, headed up by Tarik Taman, General Manager HCM.

With the strength of Lawson HCM at its core, coupled with the latest Infor-led technologies for interoperability, collaboration and mobility, Infor is well on its way to capitalizing on its market position as the third largest ERP provider in the world, second only to SAP and Oracle.  As Infor prepares for its first user conference following the Lawson acquisition (Inforum 2012), it’s worthwhile to review the latest technology and infrastructure investments – I’ve summarized seven below – that are laying the foundation for growth across Infor HCM.

1. Infor10: Infor’s Platform for Innovation

September 2011 saw the launch of Infor10, Infor’s new platform for innovation. Infor10 is also the umbrella brand covering all of Infor’s current enterprise applications (including ERP, CRM, HCM, FIN, business intelligence and others); the ION suite of middleware; the Workspace graphical client; its Cloudsuite application suite; and its latest mobility platform, Infor10 Motion.

An in-depth analysis by my colleague Ray Wang, published at the time of the launch, provides details across these Infor10 components, all of which are applicable to the Infor HCM strategy moving forward.

The most immediate and critical of these components to the HCM strategy is the release of Infor ION: Infor’s platform for the social, mobile and flexible enterprise. Infor believes the path to the future lies in a loosely coupled architecture that easily accommodates change and plug-ins. “Enterprises need the flexibility to change components when needed and without loss of integration” said Phillips, explaining why he stopped Infor’s previous plans to standardize on Microsoft technology and instead embrace more open technology stack. This is where Infor’s ION platform comes in. Infor ION is the glue to Infor’s overall strategy – and the counter maneuver to Oracle’s Fusion middleware and SAP’s Netweaver middleware. The primary focus of Infor ION is to ensure complete communication and interoperability across all Infor solutions, as well as connecting Infor applications to third party solutions.

Integration is a lynchpin for success to HCM technologies, and as such, getting the Infor HCM solutions to leverage the ION platform is a top priority. Integration of Lawson HRM solutions with the Infor ION platform is scheduled for release next month, with the Lawson Talent Management suite to follow.

Infor10 also includes a new mobility platform, launched in January 2012, called Infor10 Motion. This platform plugs into Infor’s ERP, CRM, SCM and other applications through Infor ION, bringing real-time, mobile solutions to users when and where needed. While Lawson already has a collection of ERP and HCM mobile applications, further efforts across Lawson HRM, Talent Management, Enwisen HR Service Delivery and Infor Workforce Management have mostly been sidelined in favor of leveraging this new Infor10 Motion platform in the coming year. The trade off for customers is less rapid delivery of new mobile solutions in exchange for improved Infor10 interoperability via the new Motion platform.

2. Lawson HCM: The Destination Platform for HCM

Infor acquired mid-market industry leader Lawson Software in July 2011. The Lawson HCM suite is comprised of Lawson HRM (which includes HR recordkeeping, benefits, payroll, absence management, employee and manager self service and select vertical functionality), Lawson Talent Management (including performance, goals, compensation, succession, learning, talent acquisition and competency management), and the Lawson HR Service Delivery platform (acquired from Enwisen in 2010, delivering knowledgebase, case management, on- and off-boarding and Total Rewards).

These Lawson HCM solutions and Infor’s Workforce Management solution (acquired in 2007 from Workbrain) combine to form the Infor Human Capital Management Suite. According to Tarik Taman, General Manager of Infor HCM, Infor’s strategy is to make this the destination HCM platform for their more than 70,000 customers, through continued innovation and improved interoperability across the HCM platform and by leveraging the Infor’s technology and infrastructure investments.

Following the acquisition, Infor added more than 90 headcount to the Lawson HCM division and significantly ramped up its development efforts. The first post-acquisition release occurred in December 2011, with the delivery of the Infor 10 Lawson S3 release(Lawson S3 10), delivering advances in functionality, integration and user experience.

The Lawson S3 10 release was not without its challenges. For example, customers are vexed by questions of when to use Lawson’s Smart Office (LSO) capabilities vs. Infor’s new Workspace, both of which provide collaboration capabilities but functionality and deployment options (desktop vs. mobile and web based) vary. Additionally, integration between the modules still lags, but starting in March 2012, a series of releases will begin to change this. Taman and members of his leadership team laid out an aggressive HCM roadmap beginning next month demonstrating Lawson HRM integration with Infor ION; Infor Workspaces extending across Talent Management; ongoing vertical enrichment and expansion; and later this year, mobile advances on the new Infor Motion platform across all the Infor HCM solutions.

3. Infor Workforce Management: Completing the HCM Suite

Upon the Lawson acquisition, one of the top identified priorities was the rapid integration of Infor Workforce Management (WFM) solution – which provides comprehensive labor management support and optimization – with the Lawson HCM solutions. The first of such integrations is targeted for delivery in March 2012, and should be on display at the upcoming Inforum 2012 conference in April. Infor also sees tremendous synergy between the Lawson HR Service Delivery platform and the Infor Workforce Management technologies for targeted industries and processes, and as such, deeper integrations between these two technologies are planned in the near future.

4. Lawson HR Service Delivery (Enwisen): Unifying HCM with Knowledge and Process Support

To date, integration between the Lawson, Enwisen and Workbrain platforms has been limited. The going forward strategy is to leverage Enwisen as a unification tool to wrap all the HCM applications together with knowledge and process support, seamlessly moving users across the various solutions with single sign-on. This makes sense for many organizations, as knowledge-enablement has proven to reduce costs and streamline processes while enabling HR to refocus its efforts on providing higher-value services to the business. However, this model isn’t necessarily warranted for all sized organizations, it doesn’t address the different look/feel of the Lawson, Enwisen and Workbrain technologies nor does it bring in the collaboration/social aspects available from the Infor10 platform.

In upcoming months, I will be looking for greater clarity on planned use of the Infor ION platform within this Enwisen unification strategy. Meanwhile, the ERP-agnostic Enwisen solution has 80% of its customers using SAP or Oracle HCM today; a great Trojan horse into hundreds of competitors’ customers as the value proposition for Enwisen and the rest of Infor HCM is enriched.

5. Complete Vertical Solutions with Leading Talent Management

According to Infor, 42% of ERP customizations are performed to address industry gaps. Infor seeks to minimize or eliminate the need for such customizations through a vertically focused go-to-market approach spanning sales, products and services. The Infor HCM roadmap includes continued vertical specialization across all HCM solution components. One area of potential mismatch, however, is with Infor Workforce Management, where more than 50% of its customers are in the retail industry, yet there is no associated strategy to build out retail-specific capabilities within Lawson HCM applications.

Infor is also committed to Lawson Talent Management as a competitive stand-alone offering in the market, moving Infor beyond its legacy of “good enough” HCM within its vertical suites. Infor spoke of their continued innovations in this area as well as improving integration with 3rd-party systems of record, reinforcing Infor’s message of flexibility, while also solidifying the up-sell opportunity of Lawson Talent, Workforce and HRSD solutions into Infor’s more than 75,000 clients regardless of core HRM solutions in place. (Note that the Workbrain and Enwisen solutions are already ERP/HR/Payroll system agnostic).

6. Infrastructure Investments for Scale and Value-Add

Infor hired almost 500 additional developers in 2011, bringing the total to 3400 individuals worldwide who are developing applications at Infor. They also centralized their development in common technology areas to increase agility and innovation, allowing the solution areas to staff up with deep industry and domain expertise. Infor has also created a new Value Analysis (VA) team, whose job it is to build out a reference architecture for customers and prospects so that a personalized ROI analysis can be developed, and in the future, upon which industry benchmarking will be provided. The vision is not unlike that of SAP’s Value Engineering organization, and this will be a beneficial service for Infor HCM clients over time as the team and HCM engagement experience grows.

7. “Purposefully Hybrid” Deployment

Infor has adopted a “purposefully hybrid” strategy, allowing customers to deploy in the cloud, on-premises or a combination of the two. Phillips sees only advantages in this hybrid approach and says this is the company’s long-term strategy to ensure maximum customer choice, not a stopgap measure on the way to pure Cloud.

There are obvious complexities for a hybrid model, and Infor is not immune to them. Product overlap is one immediate challenge. The Lawson HR, Lawson TM, Enwisen (SaaS only) and Workbrain solutions comprise the “destination platform” for Infor10 HCM, but additional HCM solutions continue to be offered that pull product, sales, services and support resources away from the core:

Overall, the hybrid strategy enables Infor to sell into a broader market than pure-play SaaS providers, as many customers are not yet ready to embrace HCM in the cloud. (However, the lack of an on-premise offering does not seem to be slowing the growth rates of vendors like Ultimate Software and Workday.) When competing against SAP and Oracle, Infor is at least on equal footing in this area, as their support for both on premise and cloud aligns with the approaches adopted by SAP, Oracle and others as they manage the realities of solution platforms comprised of multiple acquisitions. Success can follow if they are able to keep on premise customers current with the latest releases, maintain a rapid pace of innovation and truly make solution interoperability seamless and painless for their clients (still an aspirational goal at this point).

The Bottom Line

The changes effected across operations and products over the past 12-18 months seem to be working for Infor, as evidenced by their claim in January 2012 of 17% license growth and four consecutive quarters of double-digit growth, with growth in the HCM area especially strong. (Note Infor is a privately held enterprise and as such does not publish financial statements.) Infor is touting an operating model that allows them to remain private, but they did not rule out going public when the time was right. Charles Phillips also indicated that additional acquisitions would take place, most likely in the area of deep industry requirements.

It’s been fewer than 8 months since the acquisition of Lawson, not much time to make significant changes in product, but enough to demonstrate continued commitment. Infor has a good start in this area, and delivering on planned releases in upcoming months will be an important confirmation of that commitment.

In April, I’ll be at the Infor Lawson Users Conference, Inforum 2012, where I’ll look forward to more details and proof points demonstrating how the Lawson HCM suite is capitalizing on the Infor10 suite innovations deliver the next generation of Infor HCM. If you are not attending Inforum 2012 yourself, I am happy to serve as your proxy, taking your questions forward and providing a follow-up post after April’s event.

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News Analysis: Further HCM Industry Consolidation as Oracle buys Talent Management Vendor Taleo for $1.9B

Following moves by rivals SAP and Salesforce.com, Oracle expands its offering in Cloud-based HCM with competitive acquisition of leading recruiting and talent management vendor Taleo.

Event: Today Oracle Corporation (NASDAQ: ORCL), the world’s second largest business applications maker, announced its intentions to acquire Taleo Corporation (NASDAQ: TLEO) for $46.00 per share, or an equivalent of $1.9B. This purchase price represents an 18% premium over prior closing price of $38.94, and values Taleo at almost 5 times its estimated sales for the year. (A sizeable premium, but not as high as SAP’s payment of almost 7.5 times SuccessFactors’ estimated annual sales). The deal is expected to close mid-2012. This latest acquisition brings the total to more than $40B that Oracle has spent across 70+ acquisitions.

Taleo, founded in 1999, is a leading provider of cloud-based talent management solutions to over 5000 enterprises worldwide. Its heritage solution is recruiting software, and today it is a clear leader in the talent acquisition market, managing 15% of all US hires and processing up 74M transactions per day. Over the years Taleo has expanded beyond its heritage to deliver a comprehensive talent management suite including performance and goal management, succession planning, compensation management (which it acquired in 2009 through Worldwide Compensation), and learning and development (also acquired in 2010 from Learn.com).

Analysis: This acquisition is the latest in a string of moves by major players, among the most significant in recent months being SAP’s announcement in December to acquire SuccessFactors for $3.4B and Salesforce.com’s announcement in December to create an HCM Business Unit headed by industry veteran John Wookey. In a market which, according to IDC, is expected to reach $8.1B by 2015, these moves make sense as players look to consolidate market share and capitalize on the shift in deployment preferences from on-premise to cloud-based services. An initial analysis of this transaction reveals:

“Taleo brings complimentary solutions to the Oracle Public Cloud.”

Point of View (POV): Taleo’s strength in recruiting and learning fills a significant gap in the Oracle HCM portfolio, which, despite investments over the years, has been unable to attain a market-leading position. Other areas of the Taleo suite face significant overlap with Oracle’s core and Fusion offerings. Taleo was already in the midst of consolidating its various platforms, and this acquisition only adds to the number of platforms under Oracle’s management. I expect Oracle will continue most planned investments in their on-premise solutions (across Oracle EBS, and Oracle PeopleSoft) while accelerating integration between Fusion and Taleo for a more complete cloud offering.

From a cloud perspective, we have witnessed Larry Ellison move from denouncing cloud computing as “nonsense” in 2010 to investing $1.5B in 2011 to acquire RightNow Technologies (cloud-based CRM solution aimed at combating Oracle rival Salesforce.com) and announcing Oracle’s Public Cloud. With this acquisition of Taleo, Oracle adds new and duplicative cloud-based HCM to its stack, and receives much needed expertise in the area of managing a cloud-based business. The image below demonstrates Oracle’s positioning of this acquisition.

With the acquisition, Oracle has a viable alternative to SaaS-based Workday, enabling it to deliver market-competitive SaaS solutions across the people management spectrum, and hopefully stemming the tide of PeopleSoft HCM customers moving to Workday or other SaaS vendors in lieu of a complex upgrade and Fusion integration.

“The Oracle/Taleo combination delivers powerful intelligence and a complete social experience.”

Point of View (POV): The combination of business intelligence from Taleo’s suite coupled with Oracle’s latest analytics functionality can make for a highly differentiated offering in the market. Additionally, Oracle’s Social Networking (and specifically Fusion Network at Work) capabilities can bring much needed social collaboration into the Taleo suite, filling its most pressing competitive gap across its talent management stack. Taleo’s product roadmap prioritized investments in social technologies at the platform level and in turn at the product level to transform traditional processes into highly collaborative solutions focused on end-users. With this acquisition, I expect these investments will cease or at least take a back seat to the integration of Oracle’s social technologies with the Taleo stack. Oracle’s challenge will be to deliver integration that enables innovation beyond simple connectivity between the two technologies.

“The Oracle/Taleo merger improves the employee experience…simplifies on boarding and quickly aligns employees to company goals, and empowers employees with access to learning and career management tools.”

Point of View (POV): The resulting end-user experience will, for the foreseeable future, be a combination of the Taleo and Oracle capabilities, and as such will depend upon integration. Core data integration (HR data with Taleo’s talent data) is straightforward. What will really improve the employee experience will be a unified user experience (common look & feel, integrated and seamless process flows). Oracle does not have a good history in this area, electing to keep its HCM acquisitions largely silod and relying instead upon emerging Fusion applications to provide that unification layer.

For its part, Taleo comes into the acquisition with its own series of disparate solutions. The Learn.com platform is not yet fully incorporated into the Taleo platform, and other solutions aimed at different recruiting markets continue to run essentially in silos. Clearly, there is a tremendous amount of work ahead for the Oracle/Taleo teams, not only in defining an innovative and market leading roadmap, but also in rationalizing a now broader collection of technologies.

Bottom Line for Customers and Prospects: Proceed with Caution.

According to the press release, “Oracle is currently reviewing the existing Taleo product roadmap and will be providing guidance to customers in accordance with Oracle’s standard product communication policies. Any resulting features and timing of release of such features as determined by Oracle’s review of Taleo’s product roadmap are at the sole discretion of Oracle.” As a result, customers and prospects should consider the following:

  • Taleo will continue to operate as an independent vendor until the transaction closes. Current Taleo customers are advised to lock in maintenance and subscription rates as far out as possible, and ensure they are not reliant upon future functionality promises to deliver on business imperatives, as the future pace of innovation on this stack is currently unclear.
  • Following the closure of the acquisition, Oracle will be that single “throat to choke” with regard to product, service and integration issues.  Joint Oracle and Taleo customers should apply pressure appropriately to ensure that seamless interoperability is high priority in the future roadmap.
  • For current Oracle customers, this acquisition brings market leading recruiting functionality and robust learning capabilities to the Oracle stack, as well as comprehensive SaaS-based talent management suite. Oracle customers, especially those PeopleSoft customers considering upgrading to latest releases of PeopleSoft or implementing Fusion, will soon have a viable alternative to moving to a 3rd party solution. However achieving a fully unified HCM/TM solution in the cloud is likely years away, compared to the pure-play Saas vendors like Workday and Ultimate, which are building this combined functionality natively rather than through acquisition and subsequent integration. Weigh your needs for integration, functionality and a simplified technology stack in light of the new risks and opportunities from this acquisition.

Bottom line for the HCM Market: Talent Management as a category is disappearing

The HCM market is shifting away from a feature/functionality focus to integrated HCM, with the remaining talent management vendors competing for a shrinking opportunity in light of the moving market. While Oracle (like SAP) lost HCM revenues to best of breed talent management suites in previous years, an increasing number of customers are looking back to their core ERP vendors to re-evaluate their options for an integrated suite. Over time, acquiring Taleo will give Oracle the best of both worlds – market leading functionality delivered in an integrated environment, delivered from a single vendor.

We’ve now heard from market leaders SAP and Oracle. Infor (the #3 ERP vendor) made its move last year to acquire Lawson, including its market leading HCM technology. SuccessFactors has announced its move into the HCM marketplace. Workday continues its drum beat of increasing momentum, and others such as Ultimate and ADP continue to add pressure around SaaS HCM. We can expect further consolidation in this space, perhaps from organizations such as IBM or Salesforce.com making additional acquisitions. Who are the likely targets? Certainly the few remaining publicly-traded companies offering cloud-based solutions, such as Saba, Kenexa, Cornerstone OnDemand and Ultimate. Other privately-held vendors are also potential targets, including an emerging breed of players focused on helping organizations “get work done” every day through SaaS-based productivity tools.

Today’s Oracle/Taleo announcement may herald the end of talent management as a separate category of HCM technology, but on its heels may be emerging a new category of vendor, launching again the cycle of innovation, growth and consolidation.

Your POV:

This acquisition has been rumored for some time. Are you surprised by it? Are you a Taleo customer? What is your reaction? Will you embrace Fusion to achieve advanced workforce analytics or social capabilities? Oracle customers: will you move to Taleo’s recruiting solutions, and how might this impact your adoption of Fusion technologies?

M&A in Talent Management Continues: My POV on Strategia and Peoplefluent

StrategiaLogoPeoplefluent logo

On January 30, 2011, Peoplefluent, a leading provider of integrated talent management technology, announced that it was acquiring Canadian-based Strategia Communications. Financial details were not disclosed.

This is certainly important news for the marketplace, with yet another leading Strategic HCM vendor filling a gap in an otherwise well-developed talent management suite by making an acquisition. As Learning is, for the most part, considered a key element of any integrated talent management initiative, it is not surprising that Peoplefluent would make the jump to purchase their current partner, as ownership trumps partnership when you’re talking integrated suites.

Peoplefluent can now check all the boxes across the integrated suite, leaving vendors such as Cornerstone and Saba among the final few that have yet to complete their suites. (Both have announced planned releases in the near term to close on these very gaps.)

The Tweetosphere, which would normally be abuzz with conversation about this type of deal, has been relatively quiet.

Is this because of the anonymity of Strategia, or is it because of the paucity of press release information from the two companies themselves? Regardless of the reason, if the solution is indeed solid (as you would expect given customers like Yoplait, Ontario Ministry of Finance, Transport Canada and others), Peoplefluent should be congratulated on this strategic move.

While the market awaits additional information on Strategia, its solutions and planned integrations, I’ve provided my thoughts on the acquisition (with an overall positive or negative indicator) based on the available facts.

What we know about Strategia:

  • On the first day following the announcement, the only conversation I could find on LinkedIn started, “I haven’t come across Strategia…Anyone familiar?” The responses were not overwhelming. (-)
  • Strategia has been in operation since 1999. Their marquis customers are predominantly Canadian, and showcase Strategia’s industry strength in manufacturing, aerospace, public sector and others. The press release touts close customer relationships, one of which may be evidenced by the work between Strategia and their Compliance Management client Timco Aviation Services, back in 2008. Working closely with Timco to understand needs of the aviation and MRO (Maintenance Repair and Overhaul) industries, Strategia was able to design and launch a compliance dashboard aimed at the very complex requirements of validating worker certifications for job scheduling purposes. In an interview with Aircraft Magazine at the time of the launch, President and CEO Romain Gagnon said, “A single aircraft maintenance worker must be certified on multiple levels to perform even simple tasks. This complexity is becoming a challenge for MRO operators who are trying to maintain or increase their turn-times at the same time as accurately managing workers’ certification.” It is reassuring to know that Strategia has been meeting the highly complex needs of aerospace and other MRO customers since at least 2008. (+)
  • Their website, www.Strategia.ca/en, reports fewer than 50 employees (which is great from an agile M&A perspective), but contains no other personnel information (nothing on leadership, partners or others.) Likewise, there is limited product information: beyond text on screens, there are no product screen shots, demo videos, brochures or whitepapers. After 12 years in the industry, this lack of marketing collateral raises red flags for me. (-)
  • Peoplefluent positions Strategia as an existing learning partner, and so basic integration between the two platforms should already be understood and facilitate a rapid first drop on the unified roadmap. (+). Interestingly, I don’t see Strategia listed as a partner on their website. Perhaps they have been removed already?  (-)
  • Based on the available product descriptions, Strategia’s Learning Suite, Ed, would appear to have sufficient functionality to meet common learning use cases. The modules in Ed include the LMS (with instructor-led training, eLearning, virtual classrooms and blended learning), Content Management, Skills and Compliance Management (including an assessment engine), social learning, reporting and eCommerce. This latter component – eCommerce for commercial or for-profit learning – is a strategic differentiator against some LMS competitors, as it is not universally offered. (+)
  • Peoplefluent now has an offering in one of the hottest growth areas: Social Learning.(+)  As a vendor in social learning, why isn’t Strategia on Twitter? (-)
  • In September 2011, roughly three months before this acquisition announcement, a new SaaS application called “HR in the Cloud” was launched. HR in the Cloud was the result of the association of four HR vendors, their solutions unified through the creation of a common point of entry, to deliver end-to-end HCM functionality. Strategia was the LMS component of that offering. HR in the Cloud is as much or more of an unknown as Strategia. I am not sure if the affiliation is seeing any traction or will be seeking a new LMS to plug into their offering, but their engagement in this association is at least worthy of comment. (neutral)

What we can surmise about product impacts:

  • Learning is a fundamental requirement for integrated talent management, both augmenting and benefitting from each of the modules within a comprehensive suite. With Ed, Peoplefluent ostensibly will have the breadth of technologies to:
    • Achieve excellence in the new hire experience both before and after Day 1 with development programs and collaboration integrated with Peoplefluent onboarding processes (including the onboarding of contractors through Peoplefluent’s Vendor Management System);
    • Foster the creation and sharing of knowledge across the enterprise for better outcomes with Strategia Social Learning;
    • Close on skill and competency gaps (take action within an integrated system) identified during performance or succession planning;
    • Plan and execute leadership development programs for high potential and high performing employees as identified during the talent calibration process;
    • Enhance and link assessments to the recruiting process and close gaps after hire;
    • The list of opportunities continues at length from here.
    • (+)
  • Will current Peoplefluent customers that are using another LMS consider switching to a relative unknown in exchange for the benefits of an integrated offering? Research shows that almost one out of every three companies are willing to forgo functionality in exchange for an integrated suite, but will Strategia’s functionality be enough for Peoplefluent’s diverse customer base? (-)
  • Will this acquisition play out in the global market? Are Strategia’s solutions applicable globally? Are they translated, and if so into which languages? Do they support EMEA data privacy requirements and the unique regulations of different regions? I expect gaps in this area of global capability. (-)
  • The press release talks about “new synergies across the uniquely differentiating components of…Workforce Analytics, Workforce Compliance and Diversity, and Vendor Management System“. It’s the last point that really intrigues me. Peoplefluent’s Vendor Management System (VMS), which is already a differentiator for them, helps organizations streamline and manage processes around sourcing and managing contract labor. The VMS has capabilities spanning services procurement, contingent management, compliance & risk management, and reporting and analytics. Ed could advance Peoplefluent’s assessment capabilities, accelerate contractor onboarding, facilitate content creation and new levels of collaboration between contractors and staff, and more. Ultimately, only the roadmap will tell; I look forward to seeing it soon. (+)

Should the market be buzzing? Yes. We just need more data.

While there are many plusses and minuses based on what we know and can anticipate, on balance, this acquisition can only be perceived as a very positive move for Peoplefluent and its customers.

Many technology vendors come to market with v1 solutions that perhaps meet only certain use cases, or bring “good enough” capabilities for the time being. I do not know at this point how Strategia’s solutions will fare in the analysis: good enough for some, market competitive, or even market leading in certain areas. What I do know is that upon completion, Peoplefluent will lay claim to an end-to-end talent management suite; it will have a learning platform from which to grow; and that learning platform will force the consideration of new process flows and new thinking across the rest of the solution portfolio.

Sounds like a win in my book.

Congratulations, Peoplefluent. Now, when can you share the details?

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