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Software // Enterprise Applications
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10/10/2003
02:08 PM
Darrell Dunn
Darrell Dunn
Features
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Employees In The Know

Siebel says its employee-relationship-management software can help companies ensure that workers at every level are aligned with corporate goals and initiatives.

Siebel Systems Inc. is putting a lot of stock in its employee-relationship-management technology.

Its ERM platform grew out of its internal effort in 1999 to better align its employees with a common vision and collective culture, says Stacey Lawson, VP and general manager of Siebel ERM. At the time, Siebel was the fastest-growing company in history, expanding rapidly and on a global scale. The company brought out its first ERM suite in 2001, and the group has now grown to about $100 million in annual revenue with 275 customers, Lawson says.

The initiative is an example of how the company is seeking to provide customers a better way to manage employee operations. "We are delivering an enterprise performance framework or platform that can help companies take their operating plans and objectives and actually translate that into behavior change and real-time tracking of key activities," Lawson says. With a traditional yearly balanced scorecard approach, upper management may set objectives and publish them to the company, but it's not always clear that what the company is trying to accomplish has anything to do with what employees at the bottom level are doing, she says. Siebel's approach leverages analytics to track performance in real time against key measures a company has set.

The growth Siebel has seen in this market, says Lawson, indicates that executives are really looking to get the most out of their people--their most important and expensive asset. "In a time of limited software spend, folks are being very careful about where they put their software investment," Lawson says. At the end of the day, she adds, people execute strategy, and all too often very few of an organization's employees actually know the organization's grand strategy, which means the likelihood they'll proceed appropriately is quite low. "It's great to have a customer-driven strategy at the top of an organization," she says. "But to really execute, you need to have your folks clearly understanding the metrics you're shooting for, and how you're going about executing that strategy."

Return to main story, Siebel's Makeover

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