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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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 human resources extranet


The Lexicon of CRM - Part 1: From A to I
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most

human resources extranet  one another directly, without human intervention. For example, if one company wanted to send a Purchase Order to another company via EDI, it could do so if both it and the receiving company follow EDI conventions and pre-establish EDI links between the two companies. EMA - Enterprise Marketing Automation . A key component of most CRM packages, EMA enables the automation of typical marketing tasks, such as the compilation of campaign lists, and the qualification of leads. ETL - Extraction, Transformation,

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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

Core HR

Core human resources (HR) includes the HR system of record that combines HR transactions, processes, and data. Main capabilities also include payroll management, benefits management, workforce management, and training management.  

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Documents related to » human resources extranet

E-learning and Organizational Culture


The success of an e-learning initiative depends as much on the people and culture of the organization as it does on the technology used. Several corporate cultural factors that affect the success of an e-learning implementation are discussed and illustrated.

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Working Together More Efficiently: Mapping Out the Company’s Business Processes


Enterprises must collaborate or they will surely stagnate. Guarded proprietary information has given way to collaborative approaches where information is shared both inside and outside the enterprise’s walls. To survive, an enterprise must be flexible enough to collaborate externally with suppliers and partners while fostering the same environment with its employers.

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BI State of the Market Report


IT departments rarely know as much about a business as the business people themselves. But business people rarely take action on numbers alone: they share the information with others, soliciting their feedback and performing external research before taking action. Business users still depend on IT to deliver answers related to the information that they receive. Business intelligence (BI) 2.0—also known as collaborative BI—uses the collective intelligence of the user community to enrich existing information. Learn how business intelligence (BI) 2.0 is helping business users create and modify their own reports, share and enrich information, and provide feedback to each other and to information producers.

When the community helps itself, information is turned into actionable information more quickly than when using purely “traditional” methods of community support, such as meetings, phone calls, and e-mail. And when actions are taken more quickly, the entire organization becomes more nimble and ultimately more competitive. This overview discusses how BI 2.0 can provide real benefits within your organization and what product features to look for in a BI solution in order to realize those benefits.

We hope you’ll find this guide a useful tool in determining which BI solution is best suited to your company’s business model and particular needs.


Table of Contents


Executive Overview
Using BI 2.0 to Increase your Competitive Advantage

Case Study
LogiXML Helps to Power its Real-Estate Reporting and Analysis

Thought Leadership
How Smart Marketers Succeed Online

Market Insight
Mashups and Pervasive BI

Report Sponsors
LogiXML

IBM

About TEC



Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.



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Using BI 2.0 to Increase Your Competitive Advantage


Business users know their data better than IT does. They know the meaning of the data, its history, and its relationship with other data. Yet traditional BI solutions have business users referring to IT for assistance with their data. Also, they are forced to work in silos. Sure, they can create their own reports and maybe even share them with other business users, but when it comes to sharing their own knowledge about the data, they have to rely on e-mail, telephone, and face-to-face meetings. By enabling the sharing of data-related knowledge through the BI system itself, business users become more self-sufficient and actions can be taken more quickly.

The raison d’être of BI is to provide business users with information that enables them to take action. Even if business users are self-sufficient when it comes to creating and sharing data, data on its own is rarely sufficient to take action. Identifying an opportunity in the market through numbers alone is not sufficient to justify investment in a new product or geography. Identifying a bottleneck in a business process is not sufficient to justify changes in the business process. Information about a business issue or opportunity is merely a part of the overall “solution domain.” Action is usually only taken after considering a number of factors in addition to the data, such as human knowledge and experience, the economic environment, and the competitive environment.

In this section, we lay out the capabilities to look for in a BI solution—and specific functional requirements needed to support these capabilities—that contribute to the goal of “harnessing collective intelligence.” In general, the more recent entrants into the BI market are paying the most attention to BI 2.0. Some vendors, such as Good Data, have it as a central component of their solution offerings.

The following are key capabilities of BI 2.0:

  • Collaboration
    Business users are able to share information within the user community and create discussion threads relating to the information.


  • Identification of useful information
    Business users can flag information that is likely to be of use to others within the community.


  • Enriching of Information
    Business users can enrich the information through their knowledge and experience in addition to other external information sources in order to explain trends and generally assist other consumers of that information.


The community of “business users” needn’t be restricted to internal users. User collaboration is already mature within the Web space, under the guise of Web 2.0. With Web 2.0, collective intelligence is harnessed through comments on blog posts; contributions to wikis such as Wikipedia; and tagging of content, such as photos on Flickr. BI 2.0 takes these methods and applies them in the BI space by making data the focus of user collaboration.

The following sections take the capabilities above and list the functional requirements that support them. Bear in mind that each of these functional requirements is a business user requirement and not an IT or development requirement.


Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.

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Learning from BPM Leaders: Benefits, Prerequisites, and the Impact of Successful BPM Initiatives


Business process management (BPM) software implementations are now moving into the mainstream. Many early adopters are already using BPM to foster business innovation. You can benefit from the knowledge gained by BPM leaders and innovators, and their prerequisites for BPM success. These findings can serve as best-practice guidelines for your BPM initiative, so you can derive maximum value from your BPM investment.

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Improving Profitability through Better Human Capital Management


Human capital costs account for at least half of the variable costs within a company. Yet this cost center is typically managed with less fiscal discipline, fewer business intelligence metrics, and more compromise than the more traditionally valued business aspects such as development and infrastructure.

Human capital management (HCM) needs best practices just like the other aspects of your business—a high turnover increases costs for training and knowledge transfer, while too many disengaged employees means a loss of profits from your bottom line.

This paper looks at how having a single, integrated, and comprehensive talent management solution can help manage all aspects of the employment lifecycle and aid in the management of human capital costs. Included here are case studies of five organizations that have used comprehensive talent management solutions and experienced good results, including increases in sales per employee and higher profits per employee.

The organizations discussed include a large restaurant chain, a restaurant supplier, an automotive services chain, a food retailer, and a bank holding company. Read on for real-life examples of successful human capital cost reduction through best practices brought about by HCM software solutions, such as streamlined processes, higher accuracy, and improved cost and time savings.

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Workstream Announces Plans to Acquire Leading Human Capital Provider


It seems that there are more and more acquisitions in the area of human capital management (HCM) these days. At the end of 2010, we saw enterprise resource planning (ERP) vendors Epicor acquire Spectrum HR and Lawson Software acquire Enwisen. Now it’s Workstream’s turn. On January 3, 2011, performance and talent management software provider Workstream Inc. announced that it has

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Customers Continue Rapid Adoption of Oracle Fusion Human Capital Management


VP of Product Strategy for Oracle Fusion Human Capital Management Gretchen Alarcon shares insights on the different pathways to and benefits gained from investment in next-generation technology.

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Virtualization of PC Computing: Blades, Partitioning, and Shared Resources


There are several ways to virtualize the front office, with at least four different solution choices available. The soundest advice may be for companies to start the process, and evaluate the alternatives based on their ability to solve real business needs. It’s time that the personal computer (PC) find its place in the data center—not proliferated around the workplace.

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Controlling Access to Critical Enterprise Resources


With the compliance demands of Sarbanes-Oxley (SOX), the Payment Card Industry (PCI), and others, it’s crucial that companies emphasize separation of duties (SoD) and internal access controls to help maximize network security. But many still struggle with the real-time need of granting temporary access to resources. Learn about a solution that can offer secure, controlled, and audited resource access in a timely fashion.

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NuViewHR product suite: Core HR Competitor Analysis Report


This knowledge base on human resources management systems affords clients the opportunity to rapidly determine their criteria for management and employee personnel tasks. Its extensive criteria include benefits and payroll management, employee self service, data warehousing, and health and safety requirements.


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