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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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 kpis for human resource


Ten Keys for Project Success
Any project represents significant effort in terms of justifying resource allocation and expense. Project failure may not only diminish or eliminate expected

kpis for human resource  team should measure these KPIs along the way to track progress, motivate users to change their behavior and insure the project is keeping on schedule. Once the change has been rolled out to the entire company and the impact of the change can be measured, collect post-project values to calculate the benefit of the project. Most projects require a business case to justify the time and expense of the project. Comparison of the KPI baseline with those measures gathered after project completion gives a good

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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

Human Capital Management

Human Capital Management (HCM) encompasses all the applications necessary for handling personnel-related tasks for corporate managers and individual employees from the point of hire to the point of retire. This HCM model includes functionality for recruitment and staffing management, human resource management, career development, succession planning, learning management, performance and compensation management, and workforce management and planning.  

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Documents related to » kpis for human resource

CRM without Compromise: A Strategy for Profitable Growth


When implementing customer relationship management (CRM), organizations often lose sight of their customers and focus on efficiency gains instead of looking at the bigger picture from a customer perspective. But organizations that can build a business-centric system flexible enough to quickly respond to changing customer needs will have a sustainable competitive advantage and enjoy profitable growth for years to come.

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SaaS Buyer's Guide for Wholesale and Distribution


SaaS, despite its phenomenal popularity, is certainly not one-size-fits-all. You need to consider decision criteria such as fit, return on investment, and risk. Learn how SaaS works, who the major vendors are, how SaaS can help your business grow, and how to find the SaaS solution that’s right for you. It’s all in this comprehensive SaaS Buyer’s Guide for Wholesale and Distribution from TEC and SupplyChainBrain.

From a business requirements perspective, the defining characteristic of wholesale and distribution (W&D) organizations is that they operate as intermediate agents between manufacturers and retailers. Their top business needs thus focus on requirements for:

  • processing high volumes of transactions,
  • maintaining constant communication between upstream and downstream collaborators (manufacturers and retailers/customers, respectively), and
  • managing products for multiple competitors within the same warehouse or distribution center

In this guide we will explore considerations for W&D organizations that are considering adoption of the SaaS delivery model, and examine the particular business issues that arise from this change.Specifically, we will address the following considerations:

  • the differences between SaaS and on-premise delivery models
  • SaaS architectures
  • SaaS pros, cons, and other considerations
  • selection criteria for SaaS-based applications
  • viable wholesale and distribution SaaS vendors

Later in this guide, we’ll provide examples of SaaS delivery model success stories, as well as a SaaS IT directory, segmented according to business area.


Table of Contents


Preface

Software as a Service: A Buyer’s Guide


Spotlight on Adaptability and Agility

Thought Leadership from SAP
SAP’s Perspective on Software as a Service

SAP Case Study
Johnson Products Capitalizing on New Sales after 30-day SAP Deployment


Spotlight on Manufacturing and Distribution

Thought Leadership from Epicor
SaaS ERP for Small Manufacturers and Distributors

TECSYS Case Study
LifeScience Logistics Achieves 99.97% Inventory Accuracy with TECYS’ EliteSeries for Healthcare


Spotlight on Growing Your Company with SaaS

Thought Leadership from NetSuite
The Benefits of a Business Management Software Suite for High-growth and Midsized Businesses: Overcoming the Barriers of Stand-alone Business Applications

NetSuite Case Study
Woodworking Machinery Maker Cuts Costs, Grows Efficiency with NetSuite

NetSuite Case Study
NetSuite Helps Manufacturer Take Advantage of Fast Market Growth


Spotlight on Distribution Centers

Thought Leadership from Bond International Software
Cloud Computing for Your Distribution Workforce

IBS Case Study
Konaflex Focuses on its Core Business with IBS Distribution Management Software


Vendor Directory


Download the full copy of the TEC 2010 SaaS Buyer’s Guide for wholesale and distribution.



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What Are the Differences between the SaaS and On-premise Delivery Models?



Defining the on-premise delivery model is relatively straightforward:

  • The software is acquired by the customer up-front.
  • The software is installed, deployed, managed, and maintained at the customer’s site, generally with a great degree of involvement by the customer.
  • The customer provides the in-house infrastructure (e.g., servers, hardware, networks) to support the software.


Defining the SaaS model is slightly more complex, since different SaaS vendors offer different definitions. We’ll explore these variations in more detail shortly, but for now we’ll note the following SaaS characteristics:

  • The software vendor provides customers with access to the software via the Internet.
  • The customer pays for this service on a subscription basis (normally per user, per month, or per number of transactions).
  • The vendor is responsible for maintenance, upgrades, and software support, as well as the supporting infrastructure.

The major difference between the on-premise and SaaS delivery model lies in the ownership of the software. In the on-premise model, once the software is purchased, the customer owns it. In the SaaS delivery model, the software is not owned by the customer: it is provided to the customer in the same manner as any other service.


Download the full copy of the TEC 2010 SaaS Buyer’s Guide for wholesale and distribution.

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Human Capital Management: How Top Organizations Drive Company Profits Efficiently


This benchmarking study analyzes human resources (HR) performance for over 200 best-practice companies in three categories: process and transactional support, expertise-based business support, and strategic decision support. Two questions are at the core of the study: How can companies reduce HR costs and increase HR efficiency? And how can HR organizations create business value and optimize effectiveness? Find out what they said.

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The Human Capital Management Market-Hot, but also Overpopulated?


Many human capital management (HCM) vendors try to cover most of the bases through broader product suites. While there have been noticeable consolidation moves in the market, which vendors will eventually dominate cannot be exactly stated at this time.

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Predictive Service Excellence for Printers: An Overview of Remote Service Platforms for Printer and Copier Devices


Networked printers and multifunction peripherals often require a high level of support and manual intervention. Secure remote monitoring platforms reduce device downtime by automating service alerts and meter reading, and providing proactive toner replenishment. Users benefit from improved device uptime, and manufacturers and their service partners can build proactive service relationships that can drive customer loyalty.

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Expense Management for Professional Services


Professional services organizations rely on their employees to drive business and deliver value to clients. A major factor for these companies is the speed at which clients are billed and the accuracy of information regarding billable time and travel. Download this Aberdeen report to learn why cloud-based expense management is ideal for professional services organizations.

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Unified Human Capital Management and Talent Technology Survey Report: How Human Capital and Talent Technology Are Influencing Global Business


This Unified Human Capital Management and Talent Technology Survey Report addresses how businesses are using human capital management (HCM) to meet their growth goals. The survey results are representative of large and smaller enterprises and reflect the input of 126 respondents.

By downloading this document, you agree to provide contact information and other data to select sponsors of this content.

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Make 'em Beg for It-How To Get Support for Electronic Document Management Systems and Electronic Records Management Systems


To successfully obtain the budget and organizational support for an electronic documentation management systems (EDMS) and electronic records management system (ERMS) project you need to know the pain points of all the departments in your organization. By asking the right questions of each department you’ll be able to develop your business case and create a persuasive analysis on the cost benefit for EDMS/ERMS.

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Transition for Manhattan Associates Necessary for Long Term Growth


Based in Atlanta, Georgia, $78 million Manhattan Associates, Inc. develops, markets, and supports supply chain execution systems for distribution center management and Internet fulfillment. 1999 was a difficult year for the vendor, marked by reorganization and management turnover in the midst of rapid corporate expansion. Completing its transition to an Internet enabler will be important for Manhattan's long term future.

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Training for the Many… Learning for the One: How Successful Organizations Recognize the Difference and Use Technology to Deliver Both


Winston Churchill once said, “Personally, I’m always ready to learn, although I do not always like being taught.” Formal training and informal learning can be combined to create powerful education opportunities for groups and for individuals. Include personalization in the mix and you have a recipe for almost certain success. It sounds straightforward, but is the implementation of such programs as simple as it seems?

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