On-site hospitality and foodservice management company Delaware North Cos. said that it has simplified its information technology and training efforts tied to workforce management and is starting to generate more actionable data with the with the help of a cloud enterprise computing platform.
Representatives of Buffalo, N.Y.-based Delaware North shared that information during the recent Nation’s Restaurant News and Restaurant Hospitality webinar, “Cloud Solutions for Restaurant Workforce Management,” which was sponsored by Kronos.
The Delaware North representatives who participated in the webinar were William “Bill” Clingan, director of enterprise architecture; Yvette Vincent, director of information systems; and Warren Connell, manager of human resources. Also participating were Madeline Laurano, research director for talent acquisition solutions at business research house and consultancy Aberdeen Group, and Kronos representatives Andrew Manos, director of managed services, and Andrew Van Ermen, cloud services consultant.
In a conventional IT environment, program software and data are run and stored on computers maintained at each location, such as individual restaurants in a chain. Some companies with multiple locations pull unit-level data to headquarters for analysis and reporting purposes.
In a cloud-based IT environment, applications software is centrally hosted on a remote computer that field users access across the Internet or a private wide-area network using Web browsers or thin-client programs. The data generated by such cloud applications can be stored in a central and remote location.
Advocates of cloud computing say its advantages are obvious, in terms of eliminating the need to install, maintain and update software on multiple individual computers and by funneling field level data to a central storage area, where it might be more easily accessed for actionable tidbits and reporting and backed up. However, some computer users are wary of remotely hosting software and data, contending that a problem at the site or in the network connections could disrupt business.
By moving to a centrally hosted suite of Kronos human resources management applications, Delaware North's Connel said the company has a “much better picture of what our [workplace rules] compliance attitude looks like at any given time” across its hundreds of U.S. locations with about 40,000 hourly employees and several dozen collective bargaining agreements.
“We have centralized administration of payroll and work rules. Previously, this was done on a decentralized basis at the unit level, so we pulled that all back to the corporate office,” he said. “Support has been centralized and this has been a huge savings for us.”
Among the benefits Connell said Delaware North has achieved using an enterprise cloud platform:
• The company has reduced the number of workforce management systems training programs from six to three.
• Users previously connected with the company’s workforce management systems across 20 different interfaces, but now deal with only six.
• The centrally-hosted system means that the company's IT team has a single set of software updates to perform instead of going out to 60 or 70 units and putting on patches and updates.
People on the Move: May 7
People on the Move is a rundown of recent hirings, promotions, appointments and other notable movements by professionals in the state. If you’re interested in submitting an entry, please contact [email protected] .
Dr. Robert Ddamulira has joined the Board of Trustees of the Delaware and Pennsylvania Chapters of The Nature Conservancy. Dr. Ddamulira is currently a Researcher at the Biden School’s Center for Energy and Environmental Policy at the University of Delaware and is the founder and CEO of GreenPesa, a startup focused on helping small business owners improve their energy efficiency. He has been tapped to serve on the Board’s Conservation Committee focused on tackling climate change.
“This unique opportunity to serve on The Nature Conservancy’s Pennsylvania and Delaware Board allows me the opportunity to contribute towards the important environmental conservation work happening across the two states and beyond. I am excited to share my ideas on sustainable cities, forests, climate solutions, and so much more,” said Dr. Ddamulira.
“We are thrilled to have Dr. Ddamulira join the Board of Trustees and help shepherd the chapter’s work in Delaware and Pennsylvania, said Board Chair Rich Aneser. “His expertise in the fields of energy and policy and his work with the private sector on energy efficiency will be invaluable to the chapter’s efforts to address climate change and advocate for a clean energy future in our region.”
“In Delaware, we are working in cities to deliver nature-based solutions that help address flooding and stormwater pollution, while improving human health and urban wildlife habitat and we’re building resilience in the communities we know that are most vulnerable to the impacts of climate change, such as sea-level rise,” said Lori Brennan, Executive Director for The Pennsylvania & Delaware chapter. “We are thrilled to have Dr. Ddamulira join us at this pivotal time and look forward to him helping us achieve our mission.”
Bill Dugdale has been named to the Board of The Pilot School. Dugdale has long been a leader in the Delaware community, with a particular focus on causes related to children, health, and early childhood education. In addition to The Pilot School, he is the chair of the Delaware Community Foundation, and serves on the boards of the A. I. duPont Nemours Hospital for Children and St. Michael’s School & Nursery. Since joining Bernstein, he has served as the ultimate trusted advisor to his clients. We are proud of his continued impact on the community, and his leadership of Bernstein’s practice in Delaware.
Sarah Rigot, an architect for Solutions IPEM, has completed the requirements to become an American Institute of Architects registered, licensed Professional Architect. Rigot is also a member of the Young Professional’s organization, active with the Chamber of Commerce and American Builders Contractors, as well as volunteering her time with Habitat for Humanity builds. In her spare time, she works on her home improvement projects designing and constructing the renovations herself.
She joined the architecture department in 2019 and has been involved with designs for The Grove and Friendship Creek townhomes, private residence designs, community clubhouse designs for River Run, Chase Oaks and Sycamore Chase as well as medical office designs for Bay health and private clients.
Lori Aiken has been named the Chief Diversity Officer of Sallie Mae. Aiken will lead the company’s diversity, equity, and inclusion efforts, including the hiring and development of a diverse workforce and reinforcing the company’s inclusive culture.
“Increasing access and opportunity through higher education is core to who we are at Sallie Mae,” said Aiken. “By ensuring an environment where our people thrive, we can continue to advocate for students and families, from all backgrounds, who aspire to forge their future through education. Our diversity, equity, and inclusion focus will reinforce our commitment to our customers by becoming more intentional about our culture. This will, in turn, allow our team members to further support our customers and the communities where we live, work, and serve.”
Aiken joins Sallie Mae with extensive experience in human resources and talent management and brings a strong background in creating and reinforcing cultures focused on diversity and inclusion. She most recently led the human capital effort for JPMorgan Chase’s market expansion division. Aiken has also developed and supported human resource programs at Sony Pictures Entertainment, Viacom Media Networks, Merrill Lynch, and AT&T.
“Our company culture is rooted in indisputable values and a moral obligation to do right by each other and our communities and that also extends to how we do business,” said Jon Witter, CEO, Sallie Mae. “Lori will further this mission-critical work and advance our efforts to become one of the most just and inclusive workplaces in the country.”
Dover Motorsports, Inc. board of directors have appointed Anastasia Thomas Nardangeli, as a director of the company.
Nardangeli, a graduate of Yale University and University of Maryland School of Law, specializes in business formation, capital raises, financings, corporate governance and mergers and acquisitions.
Dover Motorsports, Inc. chairman, Henry B. Tippie stated, “We are pleased to add Stasia as a new independent director. Her legal background and experience representing public and private companies of all sizes will provide valuable perspective and complement our existing Directors’ skills and experience.
Matt Chacko recently joined the NAI Emory Hill Brokerage team where he will focus on multi-family investment sales, land development, and commercial sales and leasing.
Prior to joining Emory Hill, Chacko worked on the principal side with a private investment group sourcing multi-family deals in Delaware and Pennsylvania. He also spent the last several years in the technology space where he specialized in capital fundraising and business development. His experience includes the development and execution of databases, CRMs, and sales pipelines.
Chacko has been an Adjunct Professor at Wilmington University since 2011.
The National Association of Secondary School Principals has named Dr. Evelyn Edney, director of Delare State University’s Early College High School, as the 2021 Delaware Principal of the Year.
Dr. Edney is the second director of the ECHS, assuming the school’s top post in 2015 one year after its founding. Since then she has overseen the graduation of the first three graduating classes of ECHS students – which totaled 201 graduates. Under Dr. Edney’s leadership, the ECHS boasts a high school graduation rate of 90% over the last three years.
Dr. Marsha Horton, president of the 13-member ECHS board of directors, expressed great pride in the honor for Dr. Edney “As the President of the Board for the Early College High School, as well as the parent of an ECHS student, I know firsthand that she is an amazing school leader – academically gifted a passionate advocate for all things ‘education’ a wonderful motivator of faculty, staff and students and a valued colleague,” Dr. Horton said. “We are proud to claim her as the leader of our school!”
Dr. Tony Allen, president of Delaware State University, said the statewide recognition of Dr. Edney is reflective of the high school she leads. “It is a high honor and indicative of Early College High School’s quality offerings and Evelyn’s tremendous leadership,” the University President said.
Dr. Edney said that she is “completely overwhelmed and completely humbled” by the honor, but also noted that the ECHS faculty and staff deserved some credit for the award. “A leader is only as good as the people around them, and I have the best supporting cast that there is,” Dr. Edney said. “They are truly the hardest working staff on the planet.
She is the past recipient of the 2017 Delaware NAACP Education Award, the Delaware Charter Network’s 2019 IDEA Award, and the 2019 National Charter School Community Service Award.
Artisans’ Bank is pleased to announce that Ann Rudolph has joined the bank as senior vice president in the commercial banking division.
Rudolph’s prior experience includes positions with Applied Bank, BB & T and a 20-year career with WSFS Bank. While at WSFS Bank, Ann was the Division Manager for the Commercial Real Estate Group from 1999-2009.
Rudolph stated “I missed community banking and working with local clients to develop and build projects that meet the needs of the community and create jobs and prosperity. Artisans’ has a strong bond with the community and I feel blessed to have joined the company to help grow new and existing relationships.”
She maintains affiliations/memberships with many of the local professional organizations including Commercial Industrial Realty Council (CIRC), Delaware Real Estate Women (DREW) and the Homebuilders’ Association (HBA) of Delaware and Chester County.
Mike Dunmyer has joined US Wind, Inc. to lead community liaison efforts in Delaware.
Dunmyer will serve as the Delaware Development Manager for US Wind. He is an ocean environmentalist with an extensive business background. After a long career as a senior executive for a Fortune 50 company, he served as executive director for Ocean Champions, a bi-partisan political organization focused solely on ocean health. Dunmyer was elected and served as a Commissioner in the Town of Dewey Beach, where he partnered with the Center for the Inland Bays to address Dewey’s tidal flooding problems.
“I’m honored to bring my business experience, passion for the ocean, and love of the Delaware coast to US Wind,” said Dunmyer. “I share US Wind’s commitment to responsibly providing clean energy to the Delmarva region.”
“Getting out into the community – sharing information about our project and hearing from our neighbors – is one of the highest priorities we have as a company,” said Jeff Grybowski, US Wind CEO. “As we work to provide clean energy, good-paying jobs, and environmental benefits to the greater Delmarva region, Mike and Dave’s outreach will be a critical component of US Wind’s success.”
VanDemark & Lynch’s, civil engineer Nick Dolon has been approved as a professional engineer in Delaware.
Donlon started with VanDemark & Lynch in 2014 as a summer intern while he attended the Pennsylvania State University. Donlon graduated in 2016 and returned to VanDemark & Lynch to begin his career, and has been involved in a wide range of projects which allowed him to grow professionally.
State Senator Sarah Mcbride was selected as one of 19 leaders from across the country to join the NewDEAL (Developing Exceptional American Leaders), a selective national network of state and local elected officials.
McBride joins the group at a time when state and local leaders are on the frontlines of responding to the pandemic and as they take on a critical role in implementing the American Rescue Plan recently signed by President Biden. The new law will send hundreds of billions of dollars to state and local governments. NewDEALers are supporting each other in addressing the many challenges created and exacerbated by COVID-19 by innovating, convening virtually, and sharing good ideas. The NewDEAL has launched a database of policies and programs that address the wide-ranging impacts of the pandemic and is publishing recommendations for building back better from this crisis.
McBride and her peers in the new class of leaders were recognized for their unwavering commitment to expanding opportunity as they work to build back better in their communities and reject the idea that policymakers can or should want to turn the clock back to a prior era. These leaders’ work will build on policy recommendations that NewDEAL Leaders help develop, including the release of reports on education and climate change, as well as recommendations from the NewDEAL Forum Renewing American Task Force, which has provided guidance for state and local leaders to address affordable housing, child care, broadband access, entrepreneurship, mass transit, and the social safety net. Leaders are currently participating in NewDEAL’s Build Back Better series, which supports them in addressing simultaneous crises around public health, the economy, racial equity and climate change.
“We are in a unique moment for state and local leaders as we must find solutions for the urgent challenges created by COVID-19 while not losing focus on longer-term issues that will also affect Delaware’s economic security for decades to come,” said McBride. “I look forward to sharing lessons with and learning from other leaders who are setting the standard for effective governance, and I am excited to be part of NewDEAL’s efforts to expand opportunities for Americans in communities nationwide.”
WSFS Bank has announced the promotion of six associates from business lines across the organization to senior vice president (SVP).
The following Associates have been promoted to Senior Vice President:
- Pamela Peters Arms – SVP, Relationship Manager
- Douglas Blackman – SVP, Senior Credit Officer
- Dennis Moyer – SVP, Senior Credit Officer
- Randy Nachman – SVP, Director of Mortgage Operations
- Scott Swingle – SVP, Team Lead – Business Banking
- Terence Young – SVP, Enterprise Risk Manager
“Developing our strong bench of senior leaders underpins our succession planning initiative,” said Michael L. Conklin, executive vice president and chief human resources officer. “These individuals, in varied roles with distinct responsibilities, have made significant contributions to the growth and success of WSFS. This group of newly appointed SVPs demonstrate the values and mission of our Company.”
Allison Stine and Jim Lattanzi have joined Northrop Realty. “We’re known for our powerhouse culture at Northrop Realty,” said Creig Northrop, founder and CEO of Northrop Realty. “We’re expanding one of the most professional, effective brokerages in the industry, and we’re excited to welcome Allison and Jim. They’ll provide the absolute best service to home buyers and sellers in the coastal region.”
Stine leads a team of seven real estate agents and serves customers in Bethany Beach. The Sussex County Association of Realtors named Stine Realtor of the Year in 2016, and Delaware Today named her a 5 Star Realtor 10 times. She is a certified residential specialist, the highest designation awarded to residential sales associates.
“An estimated one-in-five U.S. adults either changed their residence due to the pandemic or know someone who did, according to a Pew Research Center survey. That is further fueled by interest rates that are at a 50-year low today,” Stine said. “People with the ability to live and work from home are not leaving their beach house. If they can live anywhere, why not the beach? Northrop Realty’s expansion plants the Northrop flag in the sand and shows the community that Northrop istruly committed to serving the growing Delaware beach market.”
Lattanzi leads an office that includes more than 10 real estate agents and serves customers from Millsboro, and will focus on the growing market there, marked by increased demand from buyers, new home construction and a rapidly selling inventory of existing homes.
“What excites me most about working with Northrop Realty is having my name associated with the brand that delivers,” Lattanzi said. “I will be able to recruit top agents because I can look them in the eye and say, ‘This is going to be the best move you’ve ever made.’ I can say that now from experience and know that I’m telling the truth. It’s not a sales pitch it’s a promise.”
“I am so grateful to the DelNature board of directors, staff and community for the opportunity to serve as executive director for the past three and half years,” said Harper. “The last 14 months of the pandemic have prompted me to re-think my personal priorities and I have decided to move to North Carolina to be nearer my children and grandchildren. As Delaware moves into a ‘new normal’, DelNature will remain committed to environmental education, conservation, and advocacy. I am excited to see where the organization goes in the future.”
Dawn Rittenhouse, DelNature board chair added, “On behalf of the entire Delaware Nature Society community, I want to thank Anne for her leadership, especially through the incredibly challenging pandemic. The organization is in a strong position because of her leadership. The Board is committed to maintaining this position of strength, grateful to the many staff, donors and volunteers who support our mission, and look forward to building toward an even stronger future.”
The board will immediately launch a national search for a new executive director.
Greenberg Traurig, LLP has added Corinne Moini to its Delaware office as an associate in the firm’s litigation practice.
Moini focuses her practice on counseling companies, directors, and shareholders in expedited and non-expedited fiduciary duty litigation, statutory matters arising under Delaware corporate and alternative entity laws, complex contractual disputes, including post-closing stock or asset purchase agreements, and derivative shareholder litigation.
Have a Talent Challenge? Let’s have a Conversation!
We’re standing by to to answer your questions. Please fill out the form below or call us at 1-800-214-7537.
Lorraine Webb is a human resources and organization development executive with significant experience in the energy and utility markets.
Currently, Ms. Webb is Vice President of Human Resources and Organizational Development for Philadelphia Gas Works (PGW) and is responsible for all human resources and organizational development functions including compensation, benefits, recruiting, talent management, wellness, EEO, EAP, HRIS systems, learning and development.
Ms. Webb and her team have played a pivotal role of building a talent management program and succession planning process in the face of exiting baby boomers, while effectively managing significant challenges in terms of internal and external constraints.
Recently, Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office of Workforce Development, City of Philadelphia. This award recognizes exemplary HR practices.
Further, under her leadership PGW won the HR Department of the Year Award in
2011 and has been cited on numerous occasions as a Best Places to Work for
Minorities and Women in Engineering by Diversity Magazine.
Ms. Webb was an honoree for Philadelphia Leadership Awards for Women’s E News, 2010
Adding to her experience in the energy/utility arena, Ms. Webb has worked as an HR professional in the pharmaceutical industry, manufacturing and banking. Ms. Webb is passionate about coaching and enjoys helping professionals and executives reach their full potential.
Ms. Webb is a graduate of Binghamton University and is a member of SHRM.
Tom Sontag is the Executive Director, Human Resources at the University of Pennsylvania. In this role, he is responsible for the Learning & Education, HR Communications, Quality of Work Life, and Tuition Benefits functions. Collectively, these provide Tom with the opportunity to pursue his passion for talent development and workforce effectiveness.
Tom has worked at Penn since October 2011 and has nearly 35 years of experience in training and organizational development with large organizations. Before joining Penn’s Division of Human Resources, Tom held training and organizational effectiveness roles for organizations such as Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. He earned a BA in English literature from John Carroll University, an MBA with a focus on human resources and leadership development from Duquesne University, and a Ph.D. in educational leadership from Drexel University. Additionally, he has earned the SPHR and SHRM-SCP certifications.
Peggy Verdi is a dynamic Human Resources executive with nearly 35 years of experience in HR strategy, change management, organizational design, executive coaching, team effectiveness, and talent assessment, development and management.
Peggy currently holds the position of Vice President, Human Resources and Administration (CHRO) at Subaru of America, Inc., overseeing all aspects of human resources and corporate facilities & services, its practices, and operations in order to meet the needs of the constantly evolving business.
Prior to joining Subaru, Peggy served as Chief Human Resources Officer at BAYADA Home Health Care and as Executive Director, Human Resources Business Partner/Change Planning at Bristol–Myers Squibb, a leading manufacturer of pharmaceuticals and biologics.
Peggy received a Bachelor of Arts in Liberal Studies with a focus on Labor Relations and a Master of Arts in Human Resource Management from Rutgers University.
Elizabeth Quarello (SPHR, SHRM-SCP) is an energetic senior HR leader with over 16 years of diverse experience in fast-paced corporate settings across a variety of industries, including management consulting, architecture, media, and biotechnology and pharmaceuticals. She is a hands-on leader and influencer with a passion for driving organizational change to create positive working cultures that enable organizations and individuals to realize their full potential.
Elizabeth is currently the Senior Director of Human Resources and Operations for Avid Radiopharmaceuticals, a wholly-owned subsidiary of Eli Lilly & Company. In this role, she is responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees operational functions including HSE, compliance, contract administration, facilities management and administration.
Mike Higgins is a seasoned Human Resources leader with over 20 years’ experience in leadership development, employee/labor relations, performance consulting and executive coaching programs in the Retail, Financial Services and Healthcare industries.
In his current role as the Senior Director of Strategic Talent Management & Learning at The Children’s Hospital of Philadelphia, Mike leads enterprise-wide talent management activities, including leadership, professional skills, career and organizational development, succession planning, performance management and employee engagement for the Hospital’s 15,000 employees.
Mike holds a Bachelor’s degree in Secondary Education from LaSalle University, and a Master’s degree in Education (Corporate Education/Instructional Systems Design) from Pennsylvania State University.
Thriving in the chaos of today’s evolving world requires modern workforce management technology that helps you and your team stay ahead of the curve.
- Adopt best practices that transform your business by empowering managers and teams to deliver an amazing customer experience
- Elevate your team's performance and leverage experts to achieve today's goals and set new ones for tomorrow
- Future proof your workforce management knowing that we have you covered
Challenges, Meet Solutions.
Every manufacturing plant has different challenges. Plex gets you a lot closer to perfection, operationally speaking. Check out these common manufacturing concerns and see for yourself how Plex can help.
Poor Supply Chain Visibility
Lack of Material Traceability
No Real-time Data Access
Limited Production Control
State Moves to Curb Shore Projects Linked With Oil Drilling in Atlantic
TRENTON, Dec. 28—New Jersey's general strategy for protecting its coastal area from overdevelopment during the rapidly approaching Atlantic oil-drilling era is nearly completed, David N. Kinsey said in an interview today.
Mr. Kinsey, chief of the Office of Coastal Zone Management in the DepartAnent of Environmental Protection, said Governor Byrne would submit an outline of the strategy for Federal approval “shortly.”
In general, it will. bar from wetlands and tourist‐oriented beach areas oil refineries, gas‐processing plants, pipelines, tank farms and other major onshore facilities generated by the offshore drilling.
Instead, it will limit such facilities to inland areas or North Jersey and Philadelphia‐area coastal locations that already have petrochemical and refining industries.
In September, the department published a 223‐page “coastal management strategy” for the New Jersey coast from Rari- tan Bay to the Delaware Bay Bridge at Wilmington, Del. In November, it held public meetings on the document in eight coastal cities.
Revisions Being Included
Mr. Kinsey said his office was now completing revision of the “strategy” to incorporate ideas emanating from those meetings and from plans for coastal management submitted by the 12 New Jersey coastal counties. He said his office would receive final drafts of the last of the county plans by next month.
The state and county strategies were developed this year in studies financed primarily by the office of Coastal Zone Management of the National Oceanic and Atmospheric Administration in the Department of Commerce.
Commissioner Rocco D. Ricci of the State Department of Environmental Protection said the state strategy document. provided “a firm framework” for rulings on developments that the oil companies and other industries and developers were expected to propose.
But he said it was “far from the final step in management of New Jersey's coast.”
Next, according to Mr. Kinsey, will he the completion late in 1978 of strategies for managing the state's coast in northern New Jersey and along the Delaware River.
Simultaneously, he said, the department will initiate studies to determine specifically what kinds of projects are suitable for each tract in the entire coastal area.
All of this 1978 work awaits additional Federal funds following submission of the first segment of the state's strategy document.
The first segment establishes a New Jersey policy to “direct offshore crude oil and natural gas pipelines away from the center of the pine barrens and reaffirms the state's preservation policy on coastal wetlands.”
It also establishes a policy of concentrating rather than disbursing not only industrial development on the coast but also coastal commercial and residential development.
Ten oil companies have received all the permits they need to begin drilling off New Jersey next month, but the Exxon Corporation, which is expected to be first to drill, has indicated that it will wait until the United States Supreme Court decides whether to hear an appeal challenging the right of the oil industry, to begin drilling. An Exxon spokesman said that he hoped the legal challenge would be cleared up by February and that exploratory drilling would begin then.
Enabling Digital HR in the Cloud
As digital technologies continue to advance, CIOs are working with business leaders to decide when to make the leap to the next generation of applications. With many on-premise HR systems coming to the end of their serviceable lives, that time may be now.
HR application vendors have devoted significant R&D to cloud solutions in recent years, opening the opportunity for enterprises to replace outdated legacy software with SaaS alternatives. Just over a quarter (27 percent) of those surveyed during a recent Deloitte Dbrief webinar poll on the topic said their companies are implementing HR cloud technologies today.¹
A Seismic Shift in HR Technologies
In the past, HR systems routinely took several years to implement. In those days, HR professionals were often waiting for the software to catch up to their needs. With the introduction of cloud-based systems, new functionality can be implemented iteratively at a pace the HR function can manage and deploy based on business needs. It can still take years to roll out and integrate an entire new system, but there’s more flexibility to pick and choose along the way.
Employee demographics have also shifted in recent years. HR functions serve a multigenerational workforce with diverse needs, wants, and expectations from technology. That puts further pressure on HR to be flexible enough to provide the best channels of access for this varied population.
Cloud capabilities are just one aspect of HR’s digital transformation. Nearly one-third of respondents said integrating analytics and reporting was at the top of the digital HR agenda today, followed by moving to the cloud (15 percent) and developing integrated mobile apps (14 percent), according to the Dbrief poll. However, integrated cloud offerings and platforms offer the promise of richer employee experiences, advanced analytics, and mobile capabilities. The future is destined to bring new capabilities in the areas of robotics, artificial intelligence, sensors, and more—all of which may work best with a cloud approach.
Bringing Cloud Down to Earth
CIOs can help HR leaders separate fact from fiction regarding cloud systems. Addressing some common myths about cloud implementations and their impact will help HR better assess its options.
Customizability. Some HR leaders may assume that moving to a SaaS platform will constrain their ability to customize the solution, but that’s not necessarily true. Although cloud platforms do not support customization in the same manner as on-premise solutions, they are highly configurable. In many cases, they are more capable of supporting complexity, such as variation by business unit or geography, than legacy software. The more concerning issue is customization’s potential impact on support and service delivery.
Time to value. Another cloud myth is that reporting and analytics capabilities work “out of the box” and deliver immediate value. That’s rarely the case. Many tools are powerful and easy to use. However, data architecture, completeness, and quality affect the ability to perform meaningful analytics, and data harmonization and cleanup take time.
HR may expect cloud implementations to be faster to implement than on-premise solutions, and that’s typically so—though not always to the degree advertised. After all, a lot of technology and development-related tasks fall off the work plan because cloud implementations are iterative. Yet clients will spend more time on process design while moving to the cloud in order to take advantage of built-in process capabilities. Integrations, conversion, and testing will also drive much of the overall implementation duration and cost.
Cost. HR leaders may presume the cloud is always cheaper. The financial case, however, depends on the current state. Companies that have neglected to invest in HR systems will see more financial benefit than those that have continually improved them. Most companies find that swapping one technology for another does not produce enough savings to support a purely financial business case.
Ongoing support. Contrary to popular opinion, sticking with an incumbent vendor may have little benefit. In almost all cases, moving to the cloud is a re-implementation. True configuration migration tools are yet another myth, as is the belief that HR no longer requires IT support once it moves to the cloud. HR will be empowered to configure systems, but IT will play a critical role managing integrations, updates, and security.
Picking the Right Partner
Once a company makes a business case for cloud HR, it must select a vendor. Historically, IT spent a lot of time with HR gathering requirements and conducting detailed examinations of features and functions before selecting a system. But in today’s mature market, all the leading enterprise HR vendors offer advanced cloud platforms, strong core functionality, breadth and global reach, and flexible deployment options. The look and feel may be different, but the capabilities are strikingly similar.
Thus, IT works with HR to assess cloud vendors on a number of other criteria, including how intuitive and seamless the end-to-end user experience is and whether the solution is fully integrated throughout the employee lifecycle. They'll consider vendor relationship issues such as previous experiences and how a provider’s size, speed, and level of agility mesh with the company’s own. They may also evaluate deployment options, the stability and quality of systems, integration capabilities, and—of course—price.
Each company may evaluate the same criteria differently. Some are willing to sacrifice capabilities for a cohesive user experience, for example, while others want the most robust functionality regardless. Some want to customize, while others see the cloud as a chance to standardize.
Beyond Distributed Systems to Disruptive Systems
At a basic level, cloud HR capabilities are an evolution in technology. But, when considered in the context of HR’s digital transformation, they can be revolutionary. These distributed systems may enable HR to be more agile and flexible to meet increasing demands from employees for more streamlined, user-friendly, and mobile experiences and to set the stage for broader digital transformation in the enterprise. As legacy HR systems begin to show their age and deliver decreasing value, IT leaders have an opportunity to explore the business case for cloud HR as a catalyst for HR change.
—by Gary Cole and Declan Watson, principals, Deloitte Consulting LLP
As the economy moves forward, local workforce development boards (LWDBs) continue to address evolving customer needs. Evidence from these three Workforce Innovation Fund (WIF) evaluations on Workforce System Strategies can help LWDBs improve services in an ever-changing environment. The evaluations document descriptive, outcome, and impact findings about programs created to assist at-risk youth and homeless populations develop skills to be successful in the labor market.
Final Report for Housing Works: A Regional Workforce-Housing Alliance
Worksystems, Inc., in Portland, OR established Housing Works alliance to streamline workforce services for public housing residents and prepare them for in-demand careers. Residents participated in career mapping workshops, skills training, internships, and on-the-job training. The implementation evaluation found that participants valued the workshops, training opportunities, and developing skills within a peer cohort. While the program met its targets for participant enrollment in occupational training, it fell short for the number of participants completing internships or on the job training opportunities. The impact study concluded that participants were 20 percentage points more likely to be employed in the first quarter after exit than public housing residents who did not participate in the program.
Housing and Employment Navigator Program Evaluation
A consortium of LWDBs in Washington State used WIF funds to establish a Housing and Employment Navigator Program. The program trained local workforce agency staff to act as &ldquoNavigators&rdquo to provide rigorous, individualized career development case management and to assist the heads of homeless families find employment. Evaluators used a random assignment methodology to contrast outcomes for families receiving Navigator services with comparable families who did not. The study found short-term positive impacts on participation in education and training programs, as well as evidence that suggested longer-term increases for employment and retention. Click on the link above to learn more about the program&rsquos impact.
Evaluation of the Linking Innovation, Knowledge, and Employment Program: Final Evaluation Report
The Linking Innovation, Knowledge, and Employment (@LIKE) program was created by a partnership of three Southern California counties with a WIF grant to help disconnected individuals meet educational and employment goals, retain employment, and increase earnings. The program evaluation found that @LIKE not only achieved its stated goals, but also had a statistically significant impact. Over 70 percent of participants completed a Career Awareness Component, a substantial number obtained a career credential, and a significant share of participants received either a paid internship or unsubsidized employment. Read the report for more outcome and impact information.
Multicloud Infrastructure for the Future of Work
COVID-19 has driven a fundamental shift in technology architecture, pressing many organizations to accelerate cloud migration. With the future of work on fast forward, infrastructure suddenly holds new potential for competitive advantage.
As IT departments scrambled to virtualize the global workforce earlier this year, stress on existing infrastructure forced many organizations to lift and shift to the cloud quickly, with speed prioritized over optimization. At the same time, infrastructure risks such as limited access to on-premise systems and the vulnerability of tightly interlocked business and technology architectures took on new urgency.
As the dust settles on cloud decisions made over the past year, revisiting the technology backbone now can help businesses plan and modernize more thoughtfully to optimize processes, mitigate risk, and manage complexity. Picking up from the compressed COVID-19 timeline, many organizations are now focused on planning, fine-tuning, and deploying in three key areas: multicloud solutions for heterogeneous infrastructures, federated security, and DevOps. Organizations that move quickly have an opportunity to approach infrastructure as a competitive edge and rethink how technology enables work, the workforce, and the workplace to operate virtually and at peak performance.
From Multicloud Strategies to Solutions
With multicloud and hybrid cloud strategies now the norm, managing cloud complexity is ready for the next frontier: configuring tools, software, and technology for full-stack, multicloud solutions that focus on access, network management, operations, and end-point complexity. These solutions include capabilities such as identity and access management, network monitoring, metadata management, and AI for IT operations (AIOps) to manage workforce systems and platforms. Effective multicloud solutions provide orchestration to manage data, resources, and workflow and to ensure efficient data flow across the full solution architecture, from storage and databases to platforms and security.
&lsquo Managing cloud complexity is ready for the next frontier: configuring tools, software, and technology for full-stack, multicloud solutions that focus on access, network management, operations, and end-point complexity. &rsquo
Primary considerations for multicloud solutions include building common data services, managing heterogeneous infrastructures, resolving endpoint complexity, and embracing new methodologies in IT operations, including AIOps. Deployed successfully, multicloud solutions can help reduce redundancy and enable data compatibility, API connectivity, and enhanced governance. They can also help organizations establish ﬂexible consumption models with improved cost governance and enable predictive monitoring.
Federated Security: Well Matched for Virtual Access
Increased use of home internet and personal mobile devices has magnified the security risks and requirements for trusted access. The shift in how and where people work has reinforced the need for federated security strategies that have proven successful for driving situational awareness and for managing distributed, heterogeneous infrastructure security across tiers. Federated security models can be used to reach every infrastructure tier, device, or process and close security gaps with network segmentation. The framework enables organizations to deploy, integrate, and manage multiple cloud computing services while defining and implementing federated security protocols across the application, network and system layers, and the cloud security center.
Strong federated security for multicloud architecture should focus on proactive defense monitoring (early warning, command, and control), secure supply chain, and managing access-point attacks to defend against malware, advanced persistent threats, and network intrusions across infrastructure tiers, data storage, trusted platforms, websites, and operating systems. Federated security can also be used to enable dynamic threat information sharing. For example, the U.S. Department of Homeland Security has created a cyber defensive and intelligence-sharing ecosystem across a network of organizations for increased security against known and novel attacks with programs such as Continuous Mitigation and Diagnostics and Einstein.
As federated security has matured, the focus has increasingly shifted to web services, security as a service for a cloud federation, multicloud environments, blockchain-enabled frameworks, and network ecosystems. These trends will likely continue as remote work triggers new security requirements, including new infrastructure for trusted network access, perimeter-based security, federated instant messaging, and federated computing down to the end-point level. Through a federated security approach, IT can increase situational awareness, better manage access-point attacks, and enable more dynamic threat intelligence and remediation.
DevOps in a Distributed World
DevOps has helped many IT teams address organizational and process bottlenecks and can be particularly useful for larger cloud migrations and scaling to the cloud. DevOps is a culture shift that streamlines processes with communication and collaboration techniques for stronger teamwork and, ultimately, better, more reliable software delivered more quickly.
While DevOps technology is straightforward—automated scripts, continual integration and delivery, and automated provisioning—transforming existing processes and structures to support automation and drive a culture change across a range of operations can be more challenging. With people and teams working remotely across nonstandardized infrastructure, these processes need to evolve to bring in new, flexible communication and collaboration techniques that factor in increasingly fragmented, remote, and heterogeneous work environments.
As virtual settles in as the new norm, IT can focus on Agile release cycles, virtual collaboration tools, hyperautomation, and continuous improvement across the entire product life cycle with end-to-end DevOps. This approach uses automated and repeatable processes to help teams align on and achieve shared goals and objectives in a standardized and consistent build-and-development environment, with the goal of enabling them to react and respond most quickly to work of immediate value.
It is important to remember that moving to the cloud is far more complex than simply deploying cool new technologies. Cloud fundamentally changes the way work is done, who does it, and what tools and processes are necessary for success. However, many organizations approach cloud as just another technology project and neglect to address the critical changes required to realize the benefits of cloud capabilities and technologies, achieve business objectives, and create competitive differentiation.
While traditional infrastructure is physical and can require months to acquire, cloud applications, services, and products can be integrated relatively quickly, so everything—and everyone—must move faster. A cloud-enabled environment is about software and end-to-end automation, further enabling Agile, product-centric development methods, and tools such as DevOps. Building minimum viable products and continually iterating requires the right operating model and a complete shift in mindset, behavior, and culture.
Creating a cloud operating model designed for an individual organization and integrating it with a talent strategy allows for scaling cloud capabilities toward achieving the greatest business value. Understanding the skills needed to do this—and where to find or how to train people—is critical to creating an agile organization that can make quick decisions when working on cloud technologies.
With multicloud and hybrid cloud strategies already the norm, COVID-19 has accelerated cloud migration. Work, the workforce, and the workplace have been altered in profound ways, but organizations that double down on multicloud solutions, federated security, and DevOps can create the cloud-enabled infrastructure to make virtual business work today and well into the future.
Why Cloud Is on the Board’s Agenda
Once viewed primarily as a tool for cutting IT costs, cloud technology is now a strategic driver and enabler of business performance and shareholder returns. Increasingly, it is critical that company boards have a solid understanding of what the cloud makes possible and how their organizations can use it to build new competitive advantage, mitigate business risk, and strengthen their financial foundation.
With all the jargon-filled hype that has long surrounded cloud computing, it is little wonder many view cloud as an IT issue and not a board-level concern. Yet, when used effectively, the cloud can significantly enhance company performance—and even disrupt organizations and industries by enabling new revenue streams, greater profitability, enhanced resiliency, and increased responsiveness to customers. Taking full advantage of these powerful capabilities requires a solid understanding of the business possibilities on the part of CEOs and boards of directors.
Some board members may have little direct experience with cloud computing beyond personal file-storage offerings such as the iCloud® online service. At its core, cloud is the concept of using a network of remote servers hosted on the internet to store, manage, and process data as well as provide application services, rather than doing so on local, or on-premise, servers. The cloud can provide incredibly low-cost storage, a high degree of business and technology flexibility, and access to the latest technology and security—including, importantly, new capabilities and tools that can drive innovation. As the cloud takes on an ever-greater role in business, it is important that boards of directors be well informed. CIOs and other company leaders can play an important role by helping boards focus on six critical areas: three related to new business frontiers—what might be called “above the line”—and three related to optimizing the organization.
Above the Line: New Business Frontiers
Synchronize the enterprise. The cloud can play an important role in helping businesses achieve a long-sought-after goal: better integration and synchronicity across the enterprise. Using it, an organization’s supply chain, sales, and marketing functions, for example, can now work together more closely, share data, drive integrated decisions, and move more quickly to innovate or solve customer problems. Cloud helps to make this possible by creating common, connected data sets enabling deeper, more sophisticated insights and analytics enhancing collaboration through new sharing platforms and tools and increasing the speed of decision-making. Today, the cloud is the fundamental backbone enabling the next wave of enterprise synchronicity, arguably a critical competitive advantage in the current business landscape.
AirAsia, in becoming a data-first business, deployed cloud technology to help it capture, analyze, and report on massive volumes of data to address complex problems and create new opportunities. Various cloud-native services such as data dashboards, machine learning engines, and application creators have helped the company accomplish these goals.
Drive business innovation. Not only is the cloud helping to innovate IT strategy, it has become a driver of business strategy as well. Today, any company can use the cloud to quickly and inexpensively tap disruptive tools and capabilities such as machine learning algorithms, internet of things (IoT) platforms, augmented and virtual reality applications, image recognition, and natural language processing capabilities, among others. Increasingly, leading organizations are using these capabilities to curate and deliver new customer experiences, create and market customer-specific offers, optimize manufacturing and operations, and find and onboard better talent. Among the typical results from these efforts are higher revenue growth, lower costs, more consistent operations, and better retention.
Philips Lighting, rebranded as Signify, provides connected lighting and IoT systems and services using the cloud as a foundation. The company created new revenue streams through cloud-based products and services and developed distinct competitive advantages in a changing competitive landscape.
Unleash new talent and new ways of working. Optimizing an organization for cloud and aligning technology with business needs can bring benefits across all company functions. While this may require finding new talent and designing new ways of working, the outcome can be transformational. Leading-edge technology capabilities and inventive technology solutions attract new workers and provide access to alternative talent ecosystems with new skill sets. This means bringing in different types of professionals, such as DevOps engineers, Agile masters, and user experience designers, who bring a fresh perspective to innovation within the organization. In addition, cloud infrastructure enables process improvements, including the use of automation or human augmentation, that can improve the productivity of the workforce across the enterprise. Finally, as IT organizations become more closely integrated with business lines, agility, team connectedness, and the transparency of data and processes become key assets for growth.
Capital One has hired hundreds of technology staff to develop products like its new chatbot, Eno. Its curation of talent helps it provide products that match the experience customers can get in all other aspects of their lives. From an all-star, in-house AI design team to filmmakers, anthropologists, journalists, and designers, this collaboration gives the company a unique skill set and perspective to help it win customers.
Below the Line: Optimizing the Organization
Build resilient operations. One of the biggest business benefits of cloud computing is that it can enhance a company’s overall resilience, helping it to respond more quickly to changes ranging from physical outages to market-driven disruption or geopolitical crises. For these reasons, an important part of understanding the cloud is considering how an enterprise’s current infrastructure and capabilities may be limiting its ability to detect and address new risks and vulnerabilities—and how cloud technology can help. Moving to a public cloud provider means not only shifting away from the company’s own data center but also gaining the ability to replicate data and application services across more than a single data center or region. The result can be new resiliency, which helps to maintain continuous operations and safeguard people, assets, and overall brand equity.
Hess Corporation used the Amazon Web Services (AWS) cloud to focus on a growing volume of drilling data, seismic information, and other big data opportunities while positioning its infrastructure for improved disaster recovery and increased reliability.
Enhance security. Security concerns are top of mind for leadership given the publicity that follows most breaches. It is important to understand how security is different in the cloud because of the tools that are native to each cloud provider’s environment and the fact that cloud providers typically take responsibility for the security of the lower-level infrastructure layers. With thousands of organizations now hosted in the cloud and testing its security—many with extreme security standards—cloud providers have established a strong track record of supporting very secure environments. As a result, cloud environments can be as secure or even more secure than those on-premise—but only when implemented correctly by a skilled and trained security team. This shared security responsibility between cloud providers and the clients they host changes how organizations anticipate and prepare for security risks.
The CIA trusts the AWS cloud to keep its critical information safe. After signing a $600 million contract with AWS in 2014 to use its C2S cloud, the CIA is now using that cloud to take advantage of cutting-edge capabilities such as natural language processing and sentiment analysis to create innovative national security tools.
Scale compute costs as needed. One of the longest-standing benefits of cloud computing is its ability to help organizations alter the way they pay for tech—away from heavy upfront capital spending and toward operational-based spending. That can bring many advantages, including making it easier for companies to respond quickly to market shifts or changes in broader financial priorities. It also helps companies capture cost efficiencies in dynamic cloud pricing by increasing or decreasing computing capacity as needed. Employed effectively, it can facilitate granular spending control across dimensions including major systems and applications, divisions, or seasonality. Many companies in industries such as oil and gas, semiconductor design, and drug discovery use finely tuned dynamic cost management to tap previously unaffordable massive compute capacity while paying for it only when it is needed. Faster results at lower cost is a winning formula in any business, and there can be beneficial tax implications as well.
Dynamic computing has helped AlphaSense, an AI-powered business insights platform, reduce both costs and developer time. By using the public cloud, it can now reprocess its entire database in two hours rather than a week, for a cost of $80 rather than $5,000.
Cloud technology is no longer a new frontier today, it is a mature and integral part of the IT landscape and a key driver of business performance. As such, it is an essential topic of conversation between boards and management. By ensuring it is a recurring part of the agenda in interactions with board and subcommittee members, CIOs, CFOs, CMOs, and other business leaders can build support for cloud efforts and ensure their organizations take full advantage of this critical capability.
—by Andrew Adams and Richard Walker, principals, Deloitte Consulting LLP Benjamin Finzi, managing director and leader of the Deloitte CEO Program, Deloitte Services LP and Jeff Huget, specialist leader, Deloitte Consulting LLP
Next up in this weeklong cloud-focused series: “The Societal Impact of Cloud.”