Annual Survey White Papers

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Sierra-Cedar 2016–2017 HR Systems Survey White Paper, 19th Annual Edition

The Sierra-Cedar 2016–2017 HR Systems Survey White Paper, 19th Annual Edition is the latest research installment of the longest running, most widely distributed, and most highly participative research effort in the HR industry.

This year’s Survey explored new areas, including composition of the workforce across all generations, from millennials to baby boomers, and addressed how organizations are using technology applications to address social responsibility initiatives such as diversity and inclusion. “HR Technology is continuing to expand its capabilities to manage the individualism of each employee, and over time this will allow organizations to embrace social responsibility areas such as diversity, pay equity, wellness, and family leave in ways that are both compliant and tailored to each employee’s needs,” said Stacey Harris, Vice President of Strategy and Analytics.

Download the Sierra-Cedar 2016–2017 HR Systems Survey White Paper, 19th Annual Edition

Sierra-Cedar 2015–2016 HR Systems Survey White Paper, 18th Annual Edition

The Sierra-Cedar 2015–2016 HR Systems Survey White Paper, 18th Annual Edition is the latest research installment of the longest running, most widely distributed, and most highly participative research effort in the HR industry.

This year’s White Paper covers adoption and trends for applications, deployment options, vendor solution outlook, expenditures, and value achieved for the following categories of applications. Throughout the report, we suggest implications and recommendations for both practitioners and vendors.

Download the Sierra-Cedar 2015–2016 HR Systems Survey White Paper, 18th Annual Edition

Sierra-Cedar 2014–2015 HR Systems Survey White Paper, 17th Annual Edition

This year’s results, from 1,063 organizations representing over 19 million employees and contingent workers, report on HR systems trends for the coming year, as well as today’s vendor choices, forecast changes, user experience scores, comparative costs of major deployment approaches, and best practices of Quantified Organizations—our top performers for 2014! Of note, over 50% of Survey respondents will increase their HR technology spending next year. The three-year forecast shows significant continued growth of over 50% in three areas: analytics, social, and service delivery technologies. The Workforce Optimization category that includes workforce analytics will grow over 250% in the next three years.

Download the Sierra-Cedar 2014–2015 HR Systems Survey White Paper

CedarCrestone 2013–2014 HR Systems Survey White Paper

This year’s Survey White Paper covers adoption and trends for applications, deployment options, vendor outlook, expenditures, and value achieved for the following categories of applications. Throughout the report, we suggest implications and recommendations for both practitioners and vendors.

While we see these four trends emerging from our Annual Survey results, at the same time the data do not always support what other industry analysts and vendors tout as the way things are.

Download CedarCrestone 2013–2014 HR Systems Survey White Paper

CedarCrestone 2012–2013 HR Systems Survey White Paper

The CedarCrestone 2012–2013 HR Systems Survey White Paper reports four big trends, directions, and implications for Human Resources technologies: cloud, social, mobile, and analytics. The 2013 spending outlook for HR technologies is strong, with over 40% of respondents indicating their budget will increase and the three-year forecast shows three areas with over 50% growth projected: analytics, social, and service delivery technologies.

It is based on 1,246 responses from organizations representing over 21 million employees and provides a benchmark of worldwide HR technologies adoption, deployment choices, vendor outlooks, value achieved and expenditures for:

Administrative
Service delivery
Workforce management
Talent management
Social- and mobile-enabled applications
Business intelligence/workforce analytics

Download CedarCrestone 2012–2013 HR Systems Survey White Paper

CedarCrestone 2011–2012 HR Systems Survey White Paper

The CedarCrestone 2011–2012 HR Systems Survey White Paper notes an overall growth of 10% between 2010 and 2011 across the 40+ applications it tracks.

This year’s survey white paper covers adoption, deployment options, vendor outlook, value achieved, and expenditures for the following categories of applications:

  • Administrative
  • Service delivery
  • Workforce management
  • Talent management
  • Social- and mobile-enabled applications
  • Business intelligence/workforce analytics and planning

Download CedarCrestone 2011–2012 HR Systems Survey White Paper

CedarCrestone 2010–2011 HR Systems Survey White Paper

The CedarCrestone 2011–2012 HR Systems Survey White Paper notes an overall growth of 10% between 2010 and 2011 across the 40+ applications it tracks.

This year’s survey white paper covers adoption, deployment options, vendor outlook, value achieved, and expenditures for the following categories of applications:

Administrative
Service delivery
Workforce management
Talent management
Social- and mobile-enabled applications
Business intelligence/workforce analytics and planning

Download CedarCrestone 2011–2012 HR Systems Survey White Paper

CedarCrestone 2009–2010 HR Systems Survey White Paper

The CedarCrestone 2009–2010 HR Systems Survey explores application adoption and deployment approaches for 40 applications in five categories: Administrative, Service Delivery, Workforce Management, Strategic HCM (Talent Management) and Business Intelligence. Now in the 12th year, this longest running HR Systems Survey has over 1,000 responses, representing 18 million employees. The survey also analyzes vendor choices, best practices, and expenditures among other topics. Most importantly it reports the value achieved from choices on these topics and provides recommendations for the technologies delivering the greatest business impact.
Download CedarCrestone 2009–2010 HR Systems Survey White Paper

CedarCrestone 2008–2009 HR Systems Survey White Paper

HR Technologies, Service Delivery Approaches, and Metrics
11th Annual Edition

The CedarCrestone 2008–2009 HR Systems Survey continues to find that HR technologies are both strategic and offer organizational differentiation. Now in the 11th year, this longest running HR Technology Survey has over 800 responses. This extensive survey covers adoption of service delivery, Web 2.0, strategic human capital management and business intelligence applications. It analyzes vendor choices, sourcing, and expenditures. Most importantly it reports the value achieved from choices on these topics.
Download the CedarCrestone 2008–2009 HR Systems Survey White Paper

CedarCrestone 2007–2008 HR Systems Survey White Paper

The CedarCrestone 2007–2008 HR Systems Survey finds that HR technologies and the processes they impact are making a difference. Key findings include these: top performers are more efficient (higher number of people served and lower costs per employee), more frequently use PeopleSoft for their HR record keeping, actually overall have less talent management technology, and are using more business intelligence applications. The applications that make the most difference are an HR-oriented help desk application and competency management.

The Survey is the longest running survey on the state of workforce technologies adoption and how to configure service delivery to improve performance. The report is based on 466 responses, from small to large global and non-global organizations. The survey scope is broad, covering the following:

Initiatives underway related to technologies and service delivery to improve human capital management
Applications including self service, talent management, and business intelligence now in use and planned, vendor choices, success factors and barriers
Scope of outsourcing (process, technology infrastructure, and people who support HR technologies)
Expenditures to date and estimated budgets for these choices
Results achieved (including employee/HR staff ratios and administrative costs per employee)

Download the CedarCrestone 2007–2008 HR Systems Survey White Paper

Industry-Specific Survey White Papers

Sierra-Cedar 2014–2015 HR Systems Survey White Paper, Higher Education Edition

The Higher Education Edition White Paper covers similar topics as our aggregate Sierra-Cedar 2014–2015 HR Systems Survey White Paper, including the adoption, deployment options, vendor outlook, expenditures, and value achieved across the following HR systems applications generally adopted by Higher Education organizations. Throughout the report, we suggest implications and recommendations for both practitioners and vendors and cover insights on supporting HR practices.

The report is based on data from the 82 Higher Education institutions that participated in our Survey; these included major US institutions of higher learning from coast to coast. Where relevant, we’ve shared differences between public and private Higher Education institutions.

Download the Sierra-Cedar 2014–2015 HR Systems Survey White Paper, Higher Education Edition

Sierra-Cedar 2014–2015 HR Systems Survey White Paper, Healthcare Edition

The Healthcare Edition White Paper is based on data from the 157 Healthcare organizations that participated in our Survey; these included Healthcare providers, pharmaceuticals, manufacturing, and insurance organizations. Where relevant, we’ve shared differences between the responses for Healthcare providers, insurance providers, and pharmaceutical/manufacturing organizations.

Download the Sierra-Cedar 2014–2015 HR Systems Survey White Paper, Healthcare Edition

Research White Papers

Global Human Capital Management Best Practices – 2015

Since the recession, the Global business environment continues a slow but steady pace of growth in the range of 2 to 3%. As world economies progress, businesses are looking to growth beyond their own borders as a strategic imperative. Organizations specifically looking to increase market share across borders find themselves not only competing for business, but for talent and sustainable labor costs as well.

The relationship between an organization and their workforce is more complex than ever, technology playing a major role in how organizations acquire and deploy an ever-growing pool of global talent to achieve global expansion goals. Running a successful global HR organization adds multiple levels of complexities, and existing key concerns are compounded by the fact that we are seeing a massive shift in the demographics of available workers.

Download the 2015 Global Human Capital Management Best Practices White Paper

The Quantified Organization: Creating Data Driven HR

For the past few years, we focused our efforts on finding high value from HR technologies and associated best practices by looking at Top Performers—those with high financial performance. This year, we found little difference between Top Performers and all others, leading us to infer that the competitive advantage Top Performers once achieved from HR technologies has minimized as more organizations adopt similar HR technologies and practices. So we dug deeper into our data by following one of the key lessons learned from our 2013–2014 Survey results about Business Intelligence (BI) adoption, and we came up with a new set of top-performing organizations. We found a group of organizations that are data driven. We call these the Quantified Organizations.

Download The Quantified Organization: Creating Data Driven HR White Paper

Global Human Capital Management Best Practices – 2014

As world economies improve, businesses are looking to growth beyond their own borders as a strategic imperative. Yesterday’s emerging markets are quickly turning into today’s most critical business opportunities with the largest global buying communities around the world in emerging economies.

Human Resources (HR) is at the center of this global revolution—involved in both acquiring and deploying talent necessary to achieve global expansion goals. Running a successful HR organization is hard enough, but running a successful global HR organization adds multiple levels of complexities. All of these issues are compounded by the fact that globally we are seeing a massive shift in the demographics of available workers.

Download the 2014 Global Human Capital Management Best Practices White Paper

Going Global with HR Technologies: 2014

Our 2014 “going global” data analysis found that the Global organization type more frequently outperforms their peers financially. Transnational organization types invest in the most technology and also spend the least overall amount on HR costs (labor and HR technologies). From these organizations, we identify several transferable efficiency and innovation best practices associated with HR technologies adoption.

Regardless of type, organizations with more HR technologies outperform financially those with less—particularly those organizations whose managers have direct access to business intelligence for use in decision making.

Download Going Global with HR Technologies: 2013 White Paper

Going Global with HR Technologies: 2013

Our 2013 “going global” research analysis leads us to propose that the practice of 10 efficiency and innovation approaches may enable organizations to improve their business outcomes. It has for the Transnational organizations.

Looking at the combination of HR technology adoption, the associated practices, and value achieved through a lens of efficiency and innovation practices, we find that Transnationals have the highest level of HR technology adoption, more often are both efficient and innovative, and most often excel on financial metrics such as revenue per employee, operating income growth, and return on equity.

Download Going Global with HR Technologies: 2013 White Paper

The Seven Practices of Top Performing Organizations

Just as Stephen Covey studied highly successful people, we identified all of the publicly traded Survey respondents, collected their key financial metrics, and looked for highly successful organizations to understand their key practices and why they are so successful. To select these organizations, we chose four independently validated key financial metrics. Looking at a composite score across all of these metrics, we identified the top 50 organizations as Top Performers. We then analyzed their survey responses to identify common characteristics. The result is the CedarCrestone list of “The Seven Practices of Top Performing Organizations.”

As we looked at these organizations, the differences between this top cohort and other organizations are striking and consistent. Top performing organizations, by definition, outperform financially. They also maximize the value of their HR technology investments and control costs.

Download The Seven Practices of Top Performing Organizations White Paper

Lessons Learning from Going Global: Two Organization Types Outperform

The results of research based on 338 organizations with operations in multiple countries that responded to the CedarCrestone 2011–2012 HR Systems Survey reviews how Multinational, Global, International, and Transnational organization types adopt HR technology.

Key Themes and Recommendations:

Control costs
Consider Software as a Service (SaaS) solutions
Optimize talent management with an integrated solution
Use business intelligence/workforce analytics for competitive advantage
Focus on change management to achieve alignment and drive value

Download Lessons Learned from Going Global White Paper

CedarCrestone 2011–2012 HR Systems Survey: European Highlights

Since 1997, CedarCrestone has conducted a survey of Human Resources (HR) technologies adoption in organizations around the world and published results in an annual white paper. Nine percent of the respondents to the latest survey are based in Europe providing what we believe is enough data to provide insights into what is unique among European organizations and their HR technology adoption, deployment, initiatives underway, vendor choices, and more.

An overall conclusion supported by our data is that European organizations have lower adoption of almost all HR technologies we track—they are a bit more cautious or they do not have the resources to move to new technologies as rapidly as other regions. However, European organizations put more focus on workforce support through their adoption of competency management and career development talent management solutions.

Download CedarCrestone 2011–2012 HR Systems Survey – European Highlights

HR Analytics: Driving Return on Human Capital Investment

To address the uncertainties of economic and political conditions, business leaders must be able to constantly fine tune decisions about their workforce. Fortunately, it is now possible for organizations to excel in answering questions about their workforce and making decisions to optimize the workforce through the power of metrics and analytics.

Oracle’s HR Analytics delivers comprehensive dashboards, along with logical analytical workflows through the Oracle Action Framework that deliver insights from available information to support actions. An investment in this product today is also a bridge to Oracle’s Fusion products.
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Going Global with HR Technologies: One Organizational Model Consistently Outperforms

This white paper reviews how four different organization types (Multinational, Global, International, and Transnational) adopt HR technology and highlights the results achieved by each. The research is based on 420 global organizations with operations in multiple countries. We find that the Global type consistently outperforms, achieving the highest benefits at the lowest costs.

In conclusion, we present the three most important leading practice recommendations for organizations to consider as they evolve in their HR technology globalization journey:
1. Process standardization
2. Careful SaaS adoption
3. Key technology implementations

Download Going Global with HR Technologies White Paper

Maximize Your Talent with Oracle HCM’s Unified Solution

Lexy Martin, Director Research and Analytics, examines the history of talent management application development, the components necessary to create an unified talent and HCM solution, and your options moving forward to pick the right talent path and maximize your investment. In this white paper, she discusses the following:

Best in Class IT Trends – the importance of talent and HR data unification across the enterprise and impact on the organization’s strategic vision
What Does a Unified HCM Solution Look Like? A look at key parts including profile management, analytics, and social networking, unified with the broader ERP solution
ERP-based Talent and HCM Innovation and how they are creating real value
Talent Management Options by Strategic Requirement – a review of multiple delivery models to best fit customer functionality requirements and cost constraints

Download Maximize Your Talent White Paper

HR Analytics: Driving Return on Human Capital Investment

In today’s economy, it is critical for organizations to make employee retention and development a major business focus, to ensure that valuable employees are not lost as the economy improves. However, many organizations struggle to understand their workforce—the performance and productivity of the workforce, the applicants they are recruiting and retaining, the internal talent they are grooming for career advancement, and the compensation and benefits that allow the organization to be competitive in the marketplace. This paper introduces Oracle´s comprehensive HR Analytics offering and shows how the increased power of metrics and analytic insight can align core HR business processes with organizational goals and strategies and help ensure organizations make the right business decisions today for tomorrow.
Download HR Analytics: Driving Return on HCI White Paper

Leveraging HR Technology: From Global Savings to Transnational Value

CedarCrestone, collaborating with Jeitosa Group International, a global human resources and systems consultancy, have published their findings from a joint study on how different types of global organizations leverage HR technology to support their business goals.

Evaluating the impact of HR technology for the four different organizational models, the study concludes that “Multinationals support local operations, Internationals develop talent, Globals save money, and Transnationals make money.” Specifically, highly centralized organizations achieve efficiency and cost savings; highly collaborative and innovative organizations cultivate a learning and sharing environment across their diverse and disparate global operations. Most importantly, the adoption of certain key applications link to positive financial growth.
Download the Leveraging HR Technology Report

CedarCrestone 2008–2009 HR Systems Survey: 1st Survey Focused on Asia and Australia

CedarCrestone Metrics and Analytics 2008 HR Systems Mid-year Survey Update

This supplement to the CedarCrestone 2007–2008 HR Systems Survey White Paper presents a mid-year status update on the state of metrics and analytics. The report also provides a focus on the barriers organizations are facing whether they are getting started or are further along and at least have a data warehouse. It concludes by highlighting two organizations, Luxottica Group and EMC, as they move towards increased reporting, analytics, and overall business intelligence.
Download The Mid-year Survey Update White Paper

The Value of HR Technologies: Metrics and Stories

This latest White Paper, compiled by CedarCrestone´s Research and Analytics team, seeks to uncover the value achieved from various workforce technologies based on ten years of research as well as three in-depth customer case studies showcasing the benefits and impact these organizations achieved from going global, talent management applications, or Web 2.0 solutions.
Download The Value of HR Technologies White Paper

CedarCrestone 2007 Metrics and Analytics Report

All the pieces are now in place for 2007 to be the year of full-throttle implementation of metrics-based management with the deployment of Warehouses, reporting functionality and analytics fine-tuned to include the workforce contribution to enterprise performance management. Report contents include the following:

Executive Summary
The State of Adoption of Metrics and Analytics
The Technologies (system of record, warehouse, reporting, analytics, visualization, distribution)
The Organizational Commitment to Metrics and Analytics (most used metrics, metrics by industry, metrics by organizational objective, metrics framework)
Case Studies
Capital One
University of Michigan Health System
Value Proposition
Strategy for Success

Download the CedarCrestone 2007 Metrics and Analytics Report