IHRIM Atlanta, 12-6-16

2018–2019 HR Systems Survey ResultsKey Findings

21st Annual Edition

Stacey HarrisVice President Research and Analytics, Sierra-Cedar

Background:

● Oversee the Annual HR Systems Survey and its safekeeping for the Industry

● HR and OE Practitioner for over 10 years in finance, retail, and franchised businesses.

● Director of Research at Bersin & Associates, Launched the HR research practice

● VP of Research for Brandon Hall Group

● Major Research and Papers: The High Impact HR Organization, The HR Framework, Employee Engagement: A Changing

Marketplace, and Relationship Centered Learning

● Feel free to connect at: www.linkedin.com/in/staceyharris

● @StaceyHarrisHR

EmployeesService & Solution AreasApplication Services

Business Intelligence

Host & Managed Services

Infrastructure Services

Integration & Cloud Solutions

Research

Strategy

Training

Delivering industry-focused client success by providing consulting, technical, and managed services

for the deployment, management, and optimization of next-generation applications and technology.

Industry FocusCommercial

Healthcare

Higher Education

Public Sector

Justice & Public Safety

Sierra-Cedar Fast Facts

Years of Leading

HR Systems Survey &

Thought Leadership

7 21 950+

5

3

Consulting

Projects

1,500+

Sierra-Cedar 2018–2019 HR Systems Survey

Over 21 years of continuous data gathering

The most comprehensive survey in the industry:

● Strategy, Process, and Structure

● Administrative and Service Delivery Applications

● Workforce Management Applications

● Talent Management Applications

● BI/Analytics/Workforce Planning Applications

● Integration and Implementation

● Emerging Technologies and Innovations

● Vendor Landscape

● Workforce and HR Expenditures

● Workforce Usage and Perception

Participate in the 22nd Annual Survey Download the 21st Annual White Paper

4

New Approach to HR Technology Adoption

5

Backlog, Pipeline, Customer Satisfaction

General Ledger, Purchasing, Budgeting, T&E Vendor Management

Project Costing, Contracts, GrantsProjects

FIN

CRM

VMS

Talent Management Excellence

Service Delivery Excellence

Administrative Excellence

Workforce Management Excellence

Workforce Optimization Excellence

SOA, API, ETL

Enterprise Content Enterprise Workflow

Network Security

Enterprise Social

Mobile Access Integration Platform

Workforce OptimizationWorkforce Planning, Workforce Analytics,

Predictive Analytics

Service DeliveryHR Help Desk, Portal

Self Service/Direct AccessEmployee Self Service

Manager Self Service

Workforce ManagementTime & Labor, Absence & Leave Management, Labor

Scheduling, Labor Budgeting, WFM Analytics,

Talent ManagementRecruiting, Performance, Learning, Compensation,

Succession, Career, Talent Profile, Onboarding, TM Analytics

Business Intelligence FoundationReporting/Visualization and BI tools

Administrative Apps Core HRMS, Roles/Competencies (Profile Mgt.), Payroll,

Benefit Admin, Embedded HR Analytics,

Process Driven - Sierra-Cedar HCM Application Blueprint

PaaS

Enterprise Data Privacy

7

The NEW Sierra-Cedar HCM Application Blueprint

What is Driving Outcomes?

8

41%

22%

10%

27%

52%

11%

22%

16%

Updated Regularly In Development Updated Rarely No Plans

HR Systems Strategy By Size 10% Higher Outcomes With Regularly Updated Strategies

60%20%

13%

8%

9

LARGEMEDIUMSMALL

10%Higher

Outcomes

Are We Getting the Message?Enterprise HR Systems Strategies Matter!

10

30%28%

30% 31%

47%

2014 2015 2016 2017 2018

Percentage of Organizations With a Regularly Updated Enterprise HR Systems Strategy

52% Increase in

Enterprise

HR System

Strategies

Levels of HR Technology Environment UsageDo You Know How Your Organization is Using Your HR Technology?

86%

85%

52%

38%

Replaces HR Paper-BasedProcesses

EE's & Managers Input/Access Information

Influences WorkforceBusiness Decisions

Informs Business Strategy

Level of HR Technology Utilization

No HR

Systems Strategy

1½Xless likely to use

HR Systems to

Influence Business

Decisions

27%

46%

25%

2%

Culture of Change Mangement Key Projects Sporadically Never

Change Management Practices Change Management Increases Strategic Value of HR

39%

42%

17%

3%

12

23%

38%

33%

7%

SMALL LARGE10Xas likely to be

viewed by all levels

of management as

Contributing

Strategic Value,

versus organizations

that Never use

Change

Management.

LARGEMEDIUMSMALL

19%Higher

Outcomes

A Culture of Change ManagementWhat Does it Look Like….

13

Move from Project Change Management to Continuous Change Management

Culture of Change

Raising awareness of the

importance of innovation,

thought leadership, and need

to adapt to fast and continuous

change.

The Cloud Paradigm Shift:

• From “requirements” to

“process adaption”

• To “Adopt and Adapt” for

business

• From “a change” to

“constant change”

Impact on OCM

• Iterative cycles of data collection, configuration, validation, and

understanding

• Speed of change – high stakeholder involvement, timely

communication, and rapidly evolving training materials are critical

• Sustainment Governance to continue agile approach from

project mode to operations

• Robust sustainment support model – dedicated OCM team and

business resources

A culture of agile

thinking and

continuous

experimentation

Considerations

1. Defining Sustainment Governance to manage change in an open,

transparent, and accountable way

2. Acknowledging Change Management needs as part of continuous

release cycles

3. Building organization resilience to continuous change

4. Working to foster culture of experimentation

5. Acknowledging the changing roles for business and IT

Adopt Adapt

Agile

20%

7%

18%36%

19%

Enterprise Integration Strategy?

Yes, Updated Regularly

Yes, Rarely Updated

In Development

No Strategy

Unknown

2018 Integration Strategies Matter51% of Orgs Have No Standard Approach to HR Technology Integration

14

3%

8%

18%

20%

51%

Other

Integration Platform

Into Core HR

Into TM Suite

Case by Case/None

HR Technology Integration Approach

36%organizations have a major

initiative to improve integrations

12%Higher

Outcomes

Do You Measure Your HR Technology Adoption?

15

10% 6% 10%

22%

SMALL MEDIUM LARGE

By Size

10%Higher

Outcomes

Process Focused Experience Focused Outcome Focused

Shifting to Outcome Focused HRNext Generation of HR Needs to be Agile and Outcome Driven

16

Recruit

Onboard

Train

Perform

Assess

Pay/Reward

Develop

TransitionPersonnel

Department

Hiring

Pay/

BenefitsCompliance

Performing

Training Assessing

Exiting

Employee Relations

Compliance

Employee

Lifecycle

Efficiency/Cost Skills/Readiness Agility/Change

OutcomesCulture/

Behaviors

Business Model

Available

Workforce

Leadership

Approach

Vision/ Goals

11%Higher

Outcomes

Effective Processes Tailored Experiences Defined Outcomes

Outcome-Focused HR, An HR Leadership Model

17

Efficiency/Cost Skills/Readiness Insights/Agility

OutcomesCulture/

Behaviors

Business Model

Available

Workforce

Leadership

Approach

Vision/ Goals

Decisions based on

Performance

Top Quartiles

• Revenue per Employee

• Profit per Employee

• Operating Income

Growth (1 year)

• Return on Equity

Decisions based on

Talent

• Mature Career Planning

• Succession Management

• Metric Outcomes

⁃ Employee Engagement

⁃ Retention Risks

⁃ Top Talent

Decisions based on

Data

• Mature Workforce

Analytics

• 3+ Metrics

• 20%+ Managers/BI

• 3+ Data Sources

Top Performing Talent Driven Data Driven

The Important Questions: Outcomes and Impact Top Performing, Talent Driven, Data Driven, and Socially Responsible Organizations

18

Decisions based on

Social Responsibility

• Diversity

• Family Leave

• Flexible Schedules

• Wellness

• Engagement

Socially Responsible

13%Higher

12%Higher

11%Higher

8%Higher

HR Outcomes

TD DD Social TP Agg

Achieving Outcomes Requires FocusTalent, Data, and Socially Driven Organizations Achieve Best Outcomes

19

Business Outcomes

8%Higher

Talent Outcomes

Imp

rove

dN

eu

tra

lD

ec

lin

ed

11%Higher

12%Higher

13%Higher

Top Five Outcome Drivers for HR Technology

1. Implement an Enterprise HR Systems Strategy

2. Start continuous Change Management practices

3. Invest in an Enterprise Technology Integration Strategy

4. Measure HR technology adoption and use

5. Define clear HR KPIs and outcomes from HR technology

use

20

HR Technology Landscape

21

40%

39%

37%

22%

36%

32%

32%

20%

Licensed/On Premise Deployments

2018 The Enterprise HR Cloud ConversationWhat Happens After the Transformation?

81%

75%

62%

64%

78%

68%

56%

59%

SaaS/Cloud Deployments

22

3.63Average User Experience Scores

2.92Average User Experience Scores

Note these include combination and hosted environments

Today

12 Months

WFM

Payroll

HRMS

TM

Increase

From Last Year

14%15%

Decrease From

Last Year

HR Technology Transformations Slowing Down

73%

58%

42%

% of Orgs Planning to Transform Their HR Tech Environment

2016 2017 2018

74%fewer organizations planning

HR Technology

transformations in

the last 2 years

23%

63%

8%

5% 1%

17%

61%

11%

10%1%

18%

60%

11%

10%1%

15%

55%

19%9%2%

Payroll

HRMS

Workforce Management

Talent Management

Does the Technology Meet Your Current Needs?The answer is a resounding Yes! For Most Organizations….

24

Always Most of the Time

Half of the Time Sometimes Never

20%

19%

5%

17%

19%

4%

17%

13%

7%

19%

19%

7%

Replacing in 12–24 Months

18%

17%

9%

18%

12%

10%

24%

11%

14%

25%

21%

12%

Evaluating

Plans For Replacing HR Tech, By DeploymentOrganizations w/ Hybrid Deployment Models Most Likely to Make Changes

25

HRMS Payroll Workforce Management Talent Management

All Cloud

All On Premise

Hybrid

Who is Struggling the Most with their HRMS?Dramatic differences by Industry

26

26%22% 21% 21%

17% 16% 15%13% 13%

10% 9%

Bus/ProfServices

High-Tech Finance/Insurance

Ag/Mining/Const

Trans/Comm/Utilities

Retail/Hospitality

Manu-facturing

Healthcare Government Education Non-Profit

Our HRMS System Always Meets Our Needs

Struggling with

HR Technology

Ven

do

r S

ati

sfa

cti

on

User Experience

27

Workday

Ceridian DFUltiPro

SF EC

Oracle HCM

Kronos

WFC

Oracle PS

ADP WN

Infor/Lawson

SAP HCM

Oracle EBSADP V

ADP GV

Paycor

Kronos

WFR

Good Excellent

Dis

sati

sfi

ed

Ve

ry S

ati

sfi

ed

Poor

PayChex

Closing

The Gap

Infor Cloud

ADP E

Administrative

HRMS

Average VS

Score

3.4

Average UX

Score

3.3

28

Ven

do

r S

ati

sfa

cti

on

User Experience

Workday

UltiPro

SF (EC)

Oracle HCM C

SilkRoad

Oracle PS

SAP HCM

Ceridian DF

ADP

WN

SumTotal

PeopleFluent

CSOD

Kenexa/IBM

Saba

Saba Halogen

Paycor

Kronos

WFR

Good Excellent

Ve

ry S

ati

sfi

ed

Poor

Dis

sati

sfi

ed

Infor/Lawson

iCIMSADP V

Talent

Management

Average VS

Score

3.2

Average UX

Score

3.1

Overall

3% Drop in UX

29

Ven

do

r S

ati

sfa

cti

on

User Experience

Workday

Ceridian DF

UltiPro

Oracle HCM

Kronos WFC

Infor/WB

SAP HCM

Oracle PS

Paycor

Kronos WFR

Workforce Software

Ve

ry S

ati

sfi

ed

Dis

sati

sfi

ed

Good ExcellentPoor

ADP V

ADP WN

Oracle EBS

Workforce

Management

ADP eTime

Average VS

Score

3.1

Average UX

Score

3.1

Overall

3% Drop in UX

Overall

4% Drop in VS

High and Low Vendor Satisfaction Drivers

30

21%25% 26% 28%

32%

FunctionalityNot Specificfor Industry

Poor Service& Support

Inability toCustomize

Poor UserExperience

High Costs

Top Challenges Correlated with Low Vendor Satisfaction

28% 28% 30%34% 36%

Best PracticeFunctionality

Ability toCustomize

IntegratedSolution

Good VendorRelationship

Good Service& Support

Top Benefits Correlated withHigh Vendor Satisfaction

2nd year costis a #1 issue

Vendor Relationshipjumps to #2

6.2

6.92

7.78

9.05

Total HR Technology Costs per DeploymentSaaS Higher Per Employee Costs, But More Value Per Dollar Spent

31

Average Costs By Deployment Model

Cloud

Deployments

include

43% more applications

at a

29%higher cost

Avg. # of Applications

$300

$277

$264

$214

All On Premise Other Hybrid All Cloud

HR Technology Landscape

● HRMS market is reimagining itself, focusing on enterprise platforms,

partnerships, data layers, and integrations

● Talent Management market is confused, focusing on point-solution

leadership

● Workforce Management (Scheduling and Time) is beginning to break

out of the past, with new Cloud options offered by all the major players

● Non-HR applications continue their progress towards Cloud movement

● Satisfaction is based on cost/value, user experience/service, and

configuration/roadmaps

32

The New HR Technology Roles

33

60%

5%

13%

7%

15%

Does Your Organization Have a Cyber Security Strategy?

Yes, Updated Regularly

Yes, Rarely Updated

In Development

No Strategy

I Don't Know

It’s 2018, Do You Have a Cyber Security Strategy?Who Manages HR’s Cyber Security Requirements

34

30%increase

from 2017

It’s 2018, Do You Have a Data Privacy Policy?

● 120 Countries have Specific Data Privacy Regulations

– European General Data Protection Regulations, May 25th 2018

– Indian courts have recently recognized privacy as a fundamental human right

– Canada, the Personal Information Protection and Electronic Documents

Act (PIPEDA)

– United States Health Insurance Portability and Accountability Act of 1996 (HIPAA)

● Over 34 Countries Have Data Localization Laws …. Just a few….

– Australia – health records

– China – personal, business, and financial data

– Germany – telecommunications metadata

– Russia – all personal data

– South Korea – geospatial and map data

35

Data Localization – Data Sovereignty

● Over 34 Countries Have Data Localization Laws …. Just a few….– Australia – health records

– Canada in Nova Scotia and British Columbia – public service providers: all personal data

– China – personal, business, and financial data

– Germany – telecommunications metadata

– Indonesia – public services companies must maintain data centers in country[3]

– Kazakhstan – servers running on the country domain

– Nigeria – all government data

– Russia – all personal data

– South Korea – geospatial and map data

– Vietnam – service providers usage data

36

35%

23%

23%

18%

26%

29%

23%

22%

34%

34%

17%

15%

No and Network Restricted

Yes, for Everyone

No Policy, But PersonalDevices Access Network

Yes, for Select Groups

Does Your Organization Have a BYOD Policy?

Bring Your Own Device Policy?Mobile is a Critical Adoption Tool, But is it Being Managed Effectively?

37

SMALL MEDIUM LARGE

Concerning!

HR Security and Privacy Shifting to HRIS/HRIT These Roles Becoming More Strategic and Critical in Cloud Environments

38

2%

14%

34%

48%

All Cloud

12%

21%

47%

18%

On Premise

Role Primarily Responsible HR System Content Security and Data Privacy

HRIS/HRIT Role

IT Role

Risk/Audit

HR Tech Vendor

1 ½ X’s Increase

In Cloud

53%

60%

52%

22%

15%

36%

25%

25%

12%

Internal System Vendor Third Party

Implementation Models are Changing TooOver 50% of Resourcing Implementations is Internal Today

39

SMALL

MEDIUM

LARGE

Average Percent of Deployed Implementation Resources by Size

HRMS Implementation OutcomesResourcing Had the Highest Gaps in Expectations Across All Organizations

40

18%

18%

26%

34%

66%

66%

57%

54%

17%

16%

18%

12%

Adoption

Budget

Timeline

Resourcing

How Would You Rate these Outcomes?

Fell Short of Expectations Met Expectations Exceeded Expectations

HR Configuration Decisions Shifting to HRIS/HRITThese Roles Have More Responsibility in Cloud Environments

41

2%

4%

6%

17%

15%

54%

All Cloud

Role Primarily Responsible for HR System Configurations

3%

6%

14%

20%

17%

37%

On Premise

HRIS/HRITRole

IT Role

FunctionalHR Role

IT Leadership/CIO

Governance Committee

HR TechVendor

46%Increase

In Cloud

Changing HR Technology Roles

● Human Resources

– Owns Budget, Strategy, Selection, Renewals, Timeline

● HRIS/HRIT Role

– Strategy, Configuration, Update Maintenance, HR Integration, EE Data Privacy, HR

Content Governance, Vendor Management, Reporting/Analytics

● Information Systems/Technology

– Platforms, Network Security, Cyber Security, Enterprise Data Governance,

Productivity Applications, Enterprise Integration

● System Integrators

– Strategy and Guidance, Project Management, Implementations, Integrations,

Configurations, Ongoing Maintenance, Resource Augmentation

● System Vendors

– SMB Everything, Systems Training, Configurations, Strategy and Guidance

42

Emerging Technologies and Innovations

43

Mobile-enabled HR Process Adoption Over 50% Mobile in 2018! No Longer Emerging Technology!

13%

23%

39%45%

51%

59%

Mobile-Enabled HR Technology Use

2014 2015 2016 2017 2018 12 Months

44

Not Emerging

Tech

Strategic HR Use of Social ApplicationsOver 70% are Using Some Form of Social Applications Strategically in HR

45

Social Applications In Use By Size

2.8 2.66 2.93 3.02

SMALL MEDIUM LARGE

Not Emerging

Tech

Emerging Technologies, IaaS and PaaS

Workforce Using

Today 12 Months Evaluating No Plans

IaaS (Infrastructure as a Service) 26% 3% 16% 56%

46

62%from

last year

Workforce Using

Today 12 Months Evaluating No Plans

PaaS (Platform as a Service) 20% 3% 18% 59%

43%from

last year

#1 PaaS UseSpecial Integration Needs

#1 IaaS UseCost Savings, Security 2nd

Employee Communication ModelsEmerging HR Technology Is Focusing on More Direct Employee Connections

47

8%

4%

6%

15%

25%

39%

47%

91%

Other

Chat Bots

Social Network

Text Message

Live Chat

Online Forms

Call Center

Email

How Does Your Shared Service Center Interact with Employees?

SMALL

30%

LARGE

73%

SMALL

21%

LARGE

10%

2.36average # of

contact methods used by

Shared Service Centers

Do You Know Your Employee Data Footprint?Emerging Technology Companies Capture Employee Data In More Ways Too

48

54%

36%27%

19% 14% 11% 13% 7% 5% 9% 11%

71%

47%38% 33%

24% 24%13% 13% 11% 9% 2%

AnnualEE Surveys

TimeClocks

PulseSurveys

Wearables InternetMonitor

Mobile(GPS,Time)

Video/Audio

ActivityTracking

SocialMedia

Biometric None

Methods of Capturing Employee Data

Not Emerging Tech Emerging Tech Company

15%Did Not Know How

They Captured

Employee Data at All

63%

52%

41% 39%34% 32%

22% 21%16% 14% 13%

What Are You Currently Using Workforce BI to Accomplish?

What Does HR Do With Your Data? Shift HR’s Focus from Compliance to Enterprise Outcomes!

49

Intelligent Systems, The Building BlocksThe Emergence of Active Technology – Requires Data and Time

Workforce Using

Today 12 Months Evaluating No Plans

Benchmarking Databases 27% 6% 24% 43%

Predictive Analytics 16% 9% 13% 62%

Sentiment Analysis 9% 3% 18% 70%

Machine Learning 8% 4% 21% 67%

Robotic Process Automation 6% 2% 14% 78%

Blockchain 3% 2% 10% 85%

Key Themes 2018–2019 HR Systems Survey

51

• Change is Slow,

Adoption is Hard

• Pay More,

Get More

• Move Over Processes,

Data is Here

• What Gets

Measured, Matters

• Identity Crisis for

Talent Management

• Consumerization of

HR Technology,

Service Please!

• The Mystery of the

Workforce Data

Footprint

• The Exaggerated

Demise of HRIT

• Platforms Require

Building Blocks,

Even Intelligent

Ones!

• Strategy, Change,

Integration = Success

Watch For Upcoming Events and Series….

● February 2019

2019–2020 Finance and Supply Chain Systems White Paper, 2nd Edition

Sign up to receive this White Paper

● 1st Quarter Webinar Series

Next-Generation On Premise HR Technology

Sign up to receive notifications for this Series

● April 2019

2019–2020 HR Systems Survey Launch

Sign up to participate

● May 2019

2018–2019 HR Systems Survey White Paper, Asia Pacific Breakout

Sign up to receive this White Paper

52

HR Technology Adoption Trends by Vendor – See Who’s Acquiring

New Clients

New Insights in WFM, Recruiting, Learning, Workforce Intelligence,

and Social Technologies

Vendor Specific Client Averages and Client Feedback on Vendor

Satisfaction Data

New Insights on Implementation and Maintenance practices,

timelines, updates, work assignments

Lots of extra Industry, Size, and Organization Type Breakouts of

our traditional data

What We Couldn’t Fit In Today!

53

Developing an Enterprise HR Systems Strategy

HR Systems Strategy Blue Print QuestionsIf You Can’t Answer These, You Can’t Develop a Strategy

● What are your organizations enterprise goals?

– Market Share

– Revenue

– Shareholder Profit

– Innovation

● What are your organization’s Key Performance Indicators?

– Talent Metrics

– Data/Enterprise Metrics

– Performance Metrics

● What areas of HR impact goal achievement or key indicator metrics?

– Are these areas direct or supporting impact?

– Are they working or broken?

56

Human Capital Management Systems StrategyStandard Elements, Phase One

Business/Mission

Drivers

Enterprise documentation of the prioritized business outcomes and required Talent and HR

outcomes to achieve those business outcomes. Alignment of enterprise HCM system gaps that

impact those outcomes.

Culture, Scale, and

Scope

Careful account of the organizations cultural environment including their approach to enterprise

decision making. A detailed understanding of your organizations workforce makeup, locations, and

technology access.

Current State Blueprint

A catalog of an organization’s current Enterprise HCM systems environment, including applications

in use, vendor relationship details, and environmental factors such as privacy, integrations,

infrastructure models, etc.

Benchmarking AnalysisData or analyses of how your organization’s current state compares to peer organizations in culture,

size, industry, or complexity.

Gap Analysis &

Necessary Changes

Gap analysis and recommend changes based on business, talent, and HR outcomes as well as peer

benchmarking analysis.

57

Effective Processes Tailored Experiences Defined Outcomes

Outcome-Focused HR, An HR Leadership Model

58

Efficiency/Cost Skills/Readiness Insights/Agility

OutcomesCulture/

Behaviors

Business Model

Available

Workforce

Leadership

Approach

Vision/ Goals

Human Capital Management Systems StrategyStandard Elements

Future Sate BlueprintA clear vision of the Future State of the enterprise HCM systems environment; including adoption

expectations, user experience factors, and expected business outcomes.

Phased Roadmaps Timelines, responsibilities, communication plans, and KPIs associated with any approved

application changes or updates.

Governance and

Change Management

Identified decision makers, ownership models, and guidelines for making ongoing decisions on

Enterprise HCM system environments, data management, and privacy issues. Ongoing Change

Management and Adoption efforts.

Expenditures and

Budgets Past expenditures and future budgets for Enterprise HCM system environments.

Resources and

Outsourcing

Careful account of both internal and external resources, as well as outsourcing agreements that

support the Enterprise HCM systems environments.

59

60

The NEW Sierra-Cedar HCM Application Blueprint

Survey Methodology and Approach

61

Survey Methodology

62

Sierra-Cedar 2018–2019 HR Systems SurveyDemographics: All Respondents

63

2,606 EntriesAssociations, Vendors & Media Outlets

Radio, Shows, Podcasts & Webinars

Social Outreach (Twitter, LinkedIn)

Clients, Prospects & Contacts

Prior Respondents

Sierra-Cedar 2018–2019 HR Systems SurveyDemographics: All Respondents

64

13% 12% 12%10%

8% 8% 8% 7% 7% 7%4% 4%

High TechManu-

facturing

OtherTrans./Comm.

Utilities

EducationFinancial

Services

Retail/

Hosp/Whsl

Ag. Mining.

Const.

Healthcare

Industries

Non-profitBusiness/

Prof Services

Government

1,636 OrganizationsTotal Workforce = 23.6 Million

Employees & Contingent Workers

Who Responds to Our Survey?

53%

29%

10%

8%

Participants by Role

Manager/Director

Individual contributor

Executive

Other

65

69%

12%

8%

3%2%6%

Participants by Function

Human Resources

Information Tech

Finance

Line of Business

TM & Learning

Other

47%

22%

20%

9% 2%

Organizations Types

Privately Owned

Publicly Traded

Nonprofit

Government Owned

Subsidiary/Other

Sierra-Cedar 2018–2019 HR Systems SurveyDemographics: International and Global Organizations

83%

5%7%

5%

Average Global organization

has operations in over

22different countries

265Non-U.S. HQ

International

Organizations

(16%)

577Global

Organizations

(36%)

66

1%