Previous Page  7 / 12 Next Page
Information
Show Menu
Previous Page 7 / 12 Next Page
Page Background

“[But] SAP’s digital strategy

depends on our ability to not

just attract the right talent,

but to develop all of our

employees and, of course,

retain them.”

Strategy: Culture

Meets Digital

The company’s employee

strategies—including the

use of simple performance

management processes,

targeted training for specific

groups, career support from

Career Success Centers, and

succession management—

have increased retention to

over 90 percent for the past

few years.

And training isn’t just for the

worker bees, either.

“Each leader is able to create

a high-quality individual plan

for how they will lead SAP’s

[evolution],” Parkinson said.

“We engage leaders and

high-performing employees

in summits to cascade

messaging about SAP’s

digital business framework.

And we continuously assess

our leaders and provide

coaching and feedback to

help them improve.”

different forces of tech

that businesses need

to stay on top of, from

always-on connectivity and

powerful supercomputers to

cybersecurity and a smarter

world of sensors, robotics,

3D printing, and artificial

intelligence. We have to be

able to provide guidance to

our customers so that they

can take advantage of

these trends.”

To be customer-first,

however, means having

an understanding that the

customer base is diverse,

and having an organization

with voices that consider

and reflect that diversity.

SAP’s commitment to have

female management occupy

25 percent of its force by

the end of this year—and

its support of women with

professional leadership

training and networking—is

just the beginning. SAP’s

Autism at Work program

aims to have one percent

of its total workforce

composed of individuals on

the Autism spectrum.

“These employees can add

enormous value to our

ability to innovate with their

high attention to detail

in development and data

analysis,” said Jewell Parkinson,

Head of Human Resources at

SAP North America.

SAP has also made great

strides in other areas such as

the advancement of lesbian,

gay, bisexual, and transgender

(LGBT) rights. The Global

[email protected] employee network

has grown to more than

5,000 members, sponsoring

numerous activities and

initiatives throughout the year.

“Our people strategy is to

create a culture that is able

to deal with the complexity,

speed, and volume of a digital

workplace—a culture that

inspires innovation, leads

change, and creates employee

satisfaction,” said Parkinson.

As Parkinson shared earlier,

both SAP’s people strategies

and digital strategies are not

mutually exclusive: one cannot

be successful without the

implementation of the other.

And that’s one of the reasons

Shute came to SAP.

He joined the company in

January 2014, partly because

its strategy for evolution was

so well thought out.

“The strategy really resonated

with me,” he said. “It wasn’t an

ERP strategy: it was a holistic

view of a customer’s

journey to digitize.

SAP PRIDE PARADE

“THESE EMPLOYEES CAN ADD ENORMOUS

VALUE TO OUR ABILITY TO INNOVATE WITH

THEIR HIGH ATTENTION TO DETAIL...”

- JEWELL PARKINSON, HEAD OF HUMAN RESOURCES

AT SAP NORTH AMERICA

February 2017 |

thebossmagazine.com

| 6