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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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Visit the TEC store to compare leading software solutions by funtionality, so that you can make accurate and informed software purchasing decisions.
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 concept proposals


Dassault Systèmes Wants to Make A&D Companies Winners
Dassault Systèmes, a global provider of 3D design software, 3D digital mock-up (DMU), and product lifecycle management (PLM) solutions, announced during its

concept proposals  to configure the right concept for their customers and know from the earliest stages that they can deliver it on budget and on time. Driven by aggressive targets for better product performance, lower costs, and shorter development time, companies in the A&D industry are under increasing pressure to deliver proposals or offers with demanding initial commitments. A winning program is one that meets all defined requirements, performs on budget and on schedule, and identifies and effectively manages all

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Sales Force Automation (SFA)

Sales Force Automation (SFA) systems help sales and marketing teams with functions related to taking orders, generating proposals or quotes, managing territories, managing partners, and maintaining contact data. Systems often include various levels of analytic and reporting capabilities. 

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Cincom Asserts Expertise In CRM For Complex Manufacturers


Cincom’s latest CRM product release offers a compelling value proposition for many ‘to order’ manufacturing enterprises. While it is a product that may raise the bar in its target markets, the competitive offering is not exactly a pushover.

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Will 2013 Be IBS’ Comeback Year? Part 2


In part 1 of this series, we took a look at IBS, some of the challenges the company was facing, and its software offerings for the business community. To discuss the aforementioned issues (see part 1) and IBS’ ongoing turnaround, we recently spoke to Doug Braun, the chief executive officer (CEO) of IBS. As CEO, Mr. Braun is responsible for translating business needs into products that solve

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CRM: What Is It and Why Do It? Part One: Historical Background


Many consultants, vendors, and analysts today define CRM in terms of being a customer-centric business strategy that is enabled by a set of applications that support customer-facing functions and management decision making. That may capture the essence of what CRM is, but it does not begin to capture why an end user organization should invest significant resources to pursue such an initiative.

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Project-oriented versus Generic GL-oriented ERP/Accounting Systems


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Dell Computer Corp.


One focused vision made Dell the world''s leading direct computer systems company, with 33,200 employees in 34 countries around the globe. One bold concept-direct customer contact-has made Dell one of the most successful companies of the 1990s.

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TEC 2015 HCM for Midsize Enterprises Buyer's Guide


The midsize enterprise is not a uniform concept. It takes several forms that require different levels of software capabilities and robustness. In particular, the human capital management (HCM) software requirements of smaller midsize companies (100–1,000 employees) and larger midsize companies (1,000–5,000 employees) vary considerably. Some vendors specialize in one of these two major segments, while others offer reduced versions of their enterprise class solutions to smaller mid-market clients.

This buyer’s guide examines the high-level features and functions offered by HCM software providers that target midsize businesses. It discusses how different HCM solutions make more or less sense to midsize companies according to the number of people that they employ. It focuses on the importance of core HR functionality and best practices for growing other HCM areas within a company, such as talent management, learning management, or workforce management. The discussion is based on a review of the current literature and conversations with both vendors and end users.

This buyer’s guide specifically examines HCM strategy and supporting software solutions for the various scales of midsize enterprises; what smaller midsize companies can learn from larger midsize companies, and vice versa, in terms of best practices, core HR processes, and beyond (i.e., talent, learning, and workforce management); and innovative HCM technologies and how they benefit a company’s HCM strategy.



Table of Contents


About this Guide

Foreword

HCM for Midsize Enterprises

HCM Technology and Strategy for the Midsize Business at Different Scales

HCM Best Practices for Midsize Businesses


Product Comparison

Innovation in HCM Technology: Niche Vendors

TEC Resources

Casebook

BambooHR Customer Success Story: BambooHR Helps Beans & Brews Consolidate and Streamline Processes and Paperwork

Cornerstone OnDemand Customer Success Story: Retaining Employee Culture Amid Company Growth

FinancialForce.com Customer Success Stories: Ahead Streamlines Processes, Increases Transparency and Collaboration with FinancialForce


HRIZONS Customer Success Story: Phoebe Putney Health System (PPHS): Partnering with HRIZONS and Oracle Taleo to Realize and Evolving Vision of Integrated Talent Management

Thought Leadership sponsored by IBM: Smarter Compensation Enables a Smarter Workforce

InfiniSource Customer Success Story: Employee Administration Simplified with Infinisource

Infor Customer Success Story: Infor Helps Hillsborough County Public Schools Enhance Teacher Effectiveness

Thought Leadership sponsored by Infor: Demystifying HCM Talent Analytics: Turning Data into Predictive Team Fit Insight

Zenefits Customer Success Story: A Modern Broker, For a Modern Business


Vendor Directory

About the Author


Download the full copy of the TEC 2015 HCM Buyer’s Guide for Midsize Enterprises.



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HCM for Midsize Enterprises



The midsize enterprise is not a uniform concept. It comes in many forms that require different levels of software capabilities and robustness. Discussions on human capital management (HCM) led by both software vendors and users typically distinguish between smaller midsize companies and larger midsize companies. But where do we stop talking midsize small and begin talking midsize large? At which point does an organization’s perception of itself change from fitting the smaller scale of the midsize range to fitting the larger midsize scale in this range? And similarly, how do HCM technology vendors define and respond to the nuances of the midsize enterprise spectrum?

When vendors attempt to orient their strategies and products to fulfill customers’ business needs, they base this on the knowledge that companies of different sizes have different expectations. HCM software vendors typically classify companies according to the number of people they employee, as this indicates the number of users of the HCM software within a company, and segmenting customers by number allows vendors to better predict and address their customers’ HCM and needs.

However, organizations tend to put the weight on this vendor-based categorization, as vendors usually have their own perception of company size that doesn't correlate with how other parties view size differentiations. For instance, some vendors classify a 250-employee organization as a small to medium business (SMB), while the organization itself may think of itself as mid-size. This can create tensions between vendors and customers, as, for example, a vendor may offer minimal functionality for SMBs, while the 250 employee organization may be looking to develop fairly elaborate talent management strategies.

Most mid-size organizations follow similar standards and processes to run their human resources (HR) operations and strategies, as the principles and core functionality remain the same across organizations and they can work with already existing business best practices. However, functionality requirements vary from one industry to another and, moreover, from one company to another (even within a given sector). For instance, a high tech company with 1,000 employees is more likely to need talent management to attract and retain highly qualified engineers than a retail company with the same number of employees. In the case of retail organization, optimal scheduling ranks higher in priority.



Download the full copy of the TEC 2015 HCM Buyer’s Guide for Midsize Enterprises.

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Processing Complex Events (During These, oh well, Complex Times) - Part II


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System Models and Simulation


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