STORIES & SOLUTIONS FOR THE MODERN BUSINESS USER

Baby Boomers, Generation X, Millennials, and Generation Z are working side-by-side, each bringing unique strengths, experiences, and expectations to the workplace. Along with opportunity, there are also new challenges with four generations working side-by-side. Getting the groups to work together efficiently is a key challenge for many organizations, and as technology advances, employees of all ages will need to be equipped with new and refined skills to stay current – and that requires the ability to manage change.

Second chances are awesome, but second payments to vendors are not. Controlling duplicate payments can be challenging, and not catching it early on can be costly. Within the public sector, this amount is significantly higher due to the typical size and volume of payments. According to the US Government Accountability Office (GAO), in fiscal year 2019, agencies across the government made an estimated $175 billion in improper payments – payments that should not have been made or were made in the incorrect amount.

Implementing large scale change can be challenging. Implementing change with a unionized workforce can be daunting if not managed properly. Labor unions carry a tremendous amount of power and can alter the course of a change initiative if not carefully managed. Historically speaking, the relationship between unions and management has always been contentious – especially during contract negotiations. While organizational leaders may find unions difficult, they must remember they are there for a reason. Labor unions ensure their members have fair working conditions, fair wages, benefits and work hours, and a safe place to work. Keeping this in mind, successful change with a unionized workforce requires intentional actions designed to engage and inform while providing a forum for union leaders to participate in the process.

In early March, Ohio State’s Associate Vice President of Enterprise Applications Mike Anderson knew there would be ripples across the ERP implementation project his team was working on due to COVID-19. With a summer 2020 Workday go-live on the horizon, while ramping up change management activities and starting user testing, the entire university went remote.  

COVID-19 has created an increasingly complex set of workplace dynamics. In response, much has been written about how organizations can best navigate the engagement and management of a remote workforce. While there almost certainly will be a shifting paradigm in the value and efficacy of working remotely, it will also be increasingly important to understand how best to create the most value from the in-person interactions we do have, interactions that will likely be more targeted and/or limited. As the balance shifts in working remote vs in-person, it becomes more critical to identify and focus on the points of interaction that will yield the most value to the organization.

For most organizations, the shift to remote work happened overnight. Developments with COVID-19 meant that remote access to things that are normally accessed in office buildings was required. Paper processes had to turn to electronic ones or stop altogether, and in-person meetings moved to virtual settings. For many organizations, this serves as a transformational wakeup call to embrace the cloud.

Snowflake, a modern data management platform, allows you to securely share and manage data. Snowflake works as a data warehouse or data lake platform or as an integrated component in your larger, existing platform. Snowflake is often used as a data source for modern analytics tools. Scalability, affordability, seamless implementation and ease of maintenance are just a few ways Snowflake shines above its competition and legacy data management platforms.  

The coronavirus crisis has brought many challenges to HR organizations. Helping employees adjust to remote work, keeping them safe, and supporting critical areas of the business, including payroll operations and maintaining business continuity have been some of the struggles HR has faced in recent months. As a result, Human Capital Management (HCM) systems implemented prior to the public health crisis have become invaluable.

Long-term care facilities, including nursing facilities, assisted-living facilities, inpatient rehabilitation facilities and home care providers are at the forefront of the COVID-19 crisis —along with their long-term care (LTC) workforce. Even before Coronavirus commanded our every waking hour, the long-term care industry was gaining momentum in meeting the needs of the elderly not fulfilled by hospital settings.

For many organizations, now, more than ever, the move to a cloud-based ERP is front and center. Pandemic-based stay at home orders and the rise in remote work has prompted many organizations to reassess their current on-premise ERP systems and consider a cloud-based solution. These decisions require thoughtful discussion to ensure that the system selected is the right one for the organization and industry. Here is a list of some of the top considerations when thinking about the move toward cloud-based ERP.