SAP SuccessFactors Reviews

My organization began using SuccessFactors as two separate components for performance management and succession in 2019. However, there was no roadmap. When I joined in 2020, I created a roadmap for the implementation of a full ERP platform that focused on the human experience manager. This was aligned with our business strategy to digitize HR and provide a superior employee experience from hiring to retirement. We identified the various employee touchpoints and began implementing SuccessFactors in 2020, including EC, job profile builder, recruitment, onboarding, offboarding, performance, succession, LMS, career, mentorship, coaching, and compensation components. Our EC Payroll is currently on a hybrid server and on-premise, so we are working to move it over. We originally had 23 payrolls, so we first needed to harmonize the benefit structures and the payroll environment before we could design a future payroll functionality for the company.

Technology is not a core skill of HR, and HR is having difficulty adapting to digitization. SAP has done something great by introducing a new enablement platform in the middle of last year. This platform allows us to transfer our skills to an HR information system environment so that we don't need to rely on certified consultants for all of our needs. A lot of the templates and transactions need to be maintained internally, and SAP's platform has given my team an advantage. My team was previously one HR administrator and two payroll administrators, and now I have a team of three people that support the implementation of SAP SuccessFactors from a business perspective. The enablement platform that SAP provided has given my team the knowledge to use the various functionalities. However, for a normal HR end user, the gap between where HR is and where it needs to be in terms of digitalization is very large. HR is struggling with this.

There are a few features that are valuable to me. The first is that SAP SuccessFactors integrated solution, allows us to start the process from a recruitment marketing perspective and have our career site and candidate profile pull through into each other. We have designed it correctly from a design principles perspective, linked our external job sites to the appropriate source tracking, and brought 18,000 applicants or candidate profiles onto our portal in the last three years. We have also worked closely with LinkedIn to improve our talent acquisition. Additionally, our recruitment process flows seamlessly into onboarding, performance management, succession process, LMS process, career pathing, and planning. We have also taken advantage of the integration between SuccessFactors and Microsoft platforms, utilizing the full Microsoft functionality and rebuilding some of it back into SuccessFactors. The second valuable feature is the ability to set up various compliance elements and business rules that automate manual checking and controls. This helps us to identify red flags before they become an issue and keeps our HR system data clean. The third feature is that SuccessFactors does the checking for us when they make enhancements to their modules. They have two upgrades a year, in March and October, and they check and confirm the impact on the other environments and manage it for us, saving us time and energy. This ensures that our systems don't break when we do upgrades.

SuccessFactors has a best practices model for HR across the board, but there are multiple industries. For example, the pharmaceutical, engineering, and professional services industries may have different processes based on their business requirements and operations. SAP and Workday have one approach across industries. As employee experience becomes increasingly important, the kind of employees appointed in an engineering environment, a pharmaceutical environment, and a professional service environment are very different, meaning their experience touchpoints may differ and require adjustments. SuccessFactors should consider building their best practices around critical industries to help companies become more differentiated in the markets they operate in.

As a company, we have 118,000 followers on LinkedIn, and the unemployment rate in South Africa is quite high, at more than 30 percent. When we advertise a job, the number of CVs and applications we receive from people who want to work for us is overwhelming, we can get up to 600 CVs for a single vacancy. To make the process more efficient, we need to use artificial intelligence to identify the key elements of the job profile and match them to the CVs of the applicants. The pre-selection questions are helpful in reducing the number of applicants, but they don't measure the suitability of the CVs and profiles. This is something that needs to be built into the system, but it doesn't currently exist in the market. We have a good pre-selection program, but it doesn't take into account experience, qualifications, professional memberships, work experience, or critical performance indicators. We have enough information from CVs and LinkedIn profiles for the system to match the vacancy profile with the applicant's information and rank them from most suitable to least suitable.

I have been using the solution for over two years.

The solution is very reliable. We receive advanced warnings when upgrades are going to be made, usually on a Friday or Saturday night. This gives us plenty of time to inform our team that the system will be down for approximately 24 hours, usually over the weekend. Since 2020, we have been using the system full-time and have only had two outages, one of which was our fault. An employee in our implementation department mistakenly deleted items they should not have, resulting in a 24-hour outage. Fortunately, since we are in the cloud, we were able to log a priority one call with SAP and they restored our entire system within 24 hours using the previous night's backup.

We are part of a larger business. We are a distinct legal entity within this business, and we initially shared the platform with our parent company, which had over 13,000 employees. Last March, we split the business and the instances and the company went its separate ways as we could not manage multiple domains securely. We completed the tenant split with SAP support in eight weeks, which is much faster than the usual three to six months. We have had no issues since then, even with our go-lives over the last three years. We have not had to use Hypercare once with SAP since our go-live. Therefore, scalability is essential, and we need to consider the current and future needs of the business. If we need to purchase additional licenses, we can do so within 36 hours, allowing us to scale up quickly.

I communicate with technical support on a regular basis. I have an account manager located in Spain whom I can contact via WhatsApp. I tell him that we have an issue and provide him with the call number and details of the problem. He then escalates it to priority one and, since SAP is a global company, they have 24-hour support. Even if the call is worked on in South Africa and needs to continue into the night for us, the team in America will take over and ensure we don't lose any time. This usually results in the call being solved quickly since everyone is familiar with the platform and any potential issues.

Positive

Implementing SuccessFactors has been easy for me, but this is more of a general trend. 

Our HR team and employees are the most valuable assets to our business. Our team and staff are essential for success. Even if we have the best strategies and ideas, if our team is not aligned and we don't have a differentiated talent platform that makes people happy, we will continue to lose people. Our people will not be motivated to train or develop their skills. Therefore, the value of SuccessFactors is not just a platform, but it provides our employees with a differentiated experience that makes them want to work for the brand, be part of the company, and recommend it to their colleagues and friends. I would never skimp on a platform that provides that to the business, as it is our people and how we manage them that will drive revenue and make our business successful.

I give the solution a ten out of ten. I would rate SuccessFactors as the best based on our support, experience with them, and their enablement functionality to build a supportive team. If we get stuck, they are only a WhatsApp message away. They partner with us through implementation and provide support throughout, and they continually look for ways to improve. Twice a year, SAP users can submit proposals and recommendations for changes to the system in a global voting environment. This allows clients to suggest changes to their experience with the platform, which can be tested and opted out of if desired. There is a great deal of flexibility and innovation in this process which we appreciate.

We are a services business and an SAP partner. We sell and implement SAP SuccessFactors for other companies. We need our own take on this product so that we can show our clients that we support it. We looked at the functionality of various systems and found that SAP SuccessFactors was the best fit for our requirements in terms of digitalization. The solution has a component that feeds into S/4HANA from a finance perspective, such as for expense claims. We use timesheets in S/4HANA as it allows us to bill across multiple profit centers and cost centers, which is not possible in SuccessFactors. The integration between S/4HANA and SuccessFactors is seamless, as it is based on standard integrations that have already been built.

For those planning to transition to digital HR, it is important to first identify the essential components of the lifecycle. This includes processes such as recruitment, onboarding, and offboarding. We can then map out the business requirements and present them to the client in terms of how they would be implemented in SAP SuccessFactors. Once the client is satisfied, we can then provide a proposal and a roadmap based on their priorities. However, for the successful adoption of the technology, both a technical and cultural shift is needed. We must ensure that our HR team and business people understand the changes to their processes, practices, and mindsets that will be required. Otherwise, the implementation is likely to fail.

Regarding SAP SuccessFactors' use cases, if you happen to use it, you can renew the process of moving the whole updates, as we call it, the retail portion, onto a sync. We also use it for management. And in using performance management, I only forward the little portion on what we call the pilot option, and there's a little bit of subscription. Now for me, a subscription would let you know if we've got the top architecture, gradings, and everything of one hundred percent with proper career planning. So there's a lot of HR management and strategic thinking. And once that's completed, obviously, then I discussed it with what they call the SAP team, which is where I'm falling under. And then, we advise and start to do these little projects to implement or change the functionality.

I love SAP, and I like SuccessFactors, but I think at the end of the day, some people like SuccessFactors while some like another environment. But I think most users prefer SuccessFactors as they become more comfortable with it. I think the biggest challenge for a lot of people is coming out of an SAP EC environment, or HCM environment, coming into SuccessFactors, and you have to navigate your program. That is not something that happens within a month or two, or three months. Sometimes it takes like a year before they are quite comfortable using the system. Because you put it at the change management portion, and I think a lot of times the information didn't happen the way it should have happened, and that's why you have this anti-system storage. And maybe you would sign they would rather go for Workday or they would rather go for this or that. So they used the base, but I saw on our site, which I actually wanted, and I would love to have a panel like that where you can just tap in and say, okay, because it's not a very good platform. And what a lot of clients would like to have a discussion on is to speak on what the difference is because a lot of people are opting for other solutions, and we need to prevent that because I'm also on the staff committee, and I need to work at preventing that. We don't want to lose customers to another product. We need to retain our clients. SAP is allowing a partner, SAP implementing partner, to also sell other products. That doesn't make sense. You can't tell me. You can't use it on the platform. But by the same token, you are allowing people to sell both products. Isn't that a contradiction to what you're saying? That is something that I wish I could get my hands on because at the moment, after high reviews and jobs, it's just pushing a little bit since I'm thinking that we're in a different world, we're in a different digitalization era, and we need these things for customers to make an informed decision. Then, we always remember it's about the customer. It is about their needs and requirements. So if a salesperson has a top ten garbage and you have a platform where they actually have to listen to a bit, I can't even realize what the pros and cons are because anyone has to rely on the pros and cons of a product. I'm talking about running the one down and uplifting the other. It's about what was good for you because I can say to you that, for example, to me, what was nice in retail may not be good for you. SAP SuccessFactors could be wonderful in the education industry. So to me, they expect to actually focus on it. It's got more leverage and more fundamental value to the different industries and their processes. And that is something that hasn't always come out. We are in retail. Our requirements are totally different. So when we make these comparisons, we must actually compare apples and apples. Somebody who's got in this industry, but I'm very positive. And you can't sell that positive and say, oh, you know, this is very positive. What products suit the industry that you're in? And they take it from there. And that is something that Salesforce is not doing. Salesforce is just getting numbers and getting the money and getting the profit. And implementing the process is just about taking the money, making the process, and that's it. It's not about the client. I have worked with a lot of big improving partners on projects, and always, at the same scheme in half, it's we're not doing justice to the clients. Even though we had it as part of the values, your value may be against what clients experience.

I think the improvement would be, you know, when the first thing that I'm not feeling is right, it's not right. You have a certification, and you can't lose it. They only block them down the site. You can only implement it to that level. And then just have to not refuse to get a person certified. That is absolutely unacceptable because it is SAP who made a mistake in operation. Are you telling me to enroll in university now for another seven years because it might have an attack in operation just to qualify and get a doctorate? That's absolute nonsense. SAP has a lot of consultants, and I'm one of them. We've been seeing projects for many years. And to scan the academies and the certification, what is the certification? It's like a driver's license. Once you've got it, you can't say, "I'm done driving my car all the time." They should rather look at such things. And now they have deltas which are books. So what are you really measuring? Because I can look at the four answers out of the delta and the manual. So I've got the answers now. I then state it on file, and I stay certified. That is something that really has to be worked on. And the fact that when implementing partners, put in junior, I mean, a person who has never even worked in the HR business environment or in a business itself. And then you put them on there since now they're a senior because they certify, and the people underneath them are not certified. But the people under them know SAP on-prem. They've been around the house many times. That doesn't gel. There have been cases involving a lot of re-implementations and frustrations within clients where they have the workbook sessions, the workbook workshops and things like that. And I think that doesn't really go down well because the workbooks are very technical and, a lot of times, very confusing for the client. And I think that doesn't really go down well because the workbooks are very technical and, a lot of times, very confusing for the client. And the fact that the business processes are not discussed upfront at any go. It's only discussed here and there when they open the workbook. And they say, "Right, now we stop. This is the workbook. This is the field. This is for the Employee Central. This is support." They do not have the language between the old SAP and the new SuccessFactors. Those are for clients that are moving from on-prem to SuccessFactors. If you have a new client, the induction should actually be a proper one-week session with them where you're actually taken through the demo client, and they then play with the look and feel and understand where the data comes from and actually have a country-specific demo where they can actually play, and they can relate, where they can see the payroll, where they can see the integration and things. That is not happening. Implementing partners tell clients that we can do it for them within six weeks. And the thing that I think is a downfall for us is implementing partners that have these express and golden clients. The expectation is later on, the client wants more functionality, and now it's more costly. And I think that is a killer because if the client doesn't understand the implications, because it's never spelled out, what are the implications when you want to move into more functionality within SuccessFactors, for example? You know, what is going to be needed? That's not changed up front. It only heats them up because they've been on the system for a while. The investment is there. Now you're obliged to carry on. I asked the implementing partners questions, and they said, "Oh, no. There are no issues around. There's no issue." So the question now is, I want to add some things. Now you have to switch it on. I said, "Okay. Now I have to switch it on. So what are the implications for me?" "No, we'll have to see." And now, what do you want to see? Do you see? So, one thing I've noticed is that no proper business process taken from the client actually mapped back into SuccessFactors and said, "Right, this is how it's going to work." Now after a while, you have a process, and you want to bring this in. No, no. You have to bring in the business rule. "Oh, no. Now you have to bring in the workflow. Oh, this workflow is not going to work for this." There's no proper setup, there's understanding, and there are only 200 other rules for them. By the way, are they relevant? Regarding the reports, there are only limited reports that can be downloaded. Why? Because you're using MyExpress. Does MyExpress belong to SuccessFactors? And that is the thing that I find that's not, but there are a lot of underlying things happening with SAP allowing the partners to do that. And what's actually happening out there? And I can tell you ninety percent of the clients that are going to move from SAP to Workday are because of that. The templates are not working for them, and they do not understand how they can move to what we call the EC portion, and now it's better for them to rather implement a new product and carry on with that.

I have experience with SAP SuccessFactors since 1994, and I was certified in SAP SuccessFactors, which I lost, so I have to redo that. Currently, I am a customer of SAP SuccessFactors. We also consult with them because when they want to have changes within the business, they have to knock on our door, and we have to sit with them and ask them questions to check its architecture and viability.

I don't think it is a stable product. Also, its stability depends on the industry it is used. So, it depends on how you use it, the industry, and in the business process. A business process should never be bent on what the system tells you and the system's limitations. If you do so, then the product is not right for your business. So, you need to get another product that's right for your business. There's already a product here that is beating down SAP in South Africa. So, they're busy now building the market data and the performance contract. I can tell you that in another maybe three years, all clients are going to leave SAP and move on to that local product.

Scalability-wise, I rate the solution a six out of ten. We only have a few users at the moment as I sit on the pilot. So we've got around 600 users on the pilot. If we bring in retail, there are, like, 21,000 employees coming in to use the solution. When you say to me SuccessFactors, I think we also have to be honest with each other and say which modules we are referring to because, you know, when I use SuccessFactors, I know it's got more than one module, and I don't just think that it is SAP's EC. Other people might just think of SAP EC because they only have experience with EC or only the EC module, or they can only think of LMS because they only have the LMS module, or they can do anything related to performance because they only have the performance portioning.

Regarding the scalability, it's to have to take that out and then have it per module because your module scalability can have different interpretations and different results. I think it doesn't justify us discussing the scalability of SuccessFactors. So, we are using it for EC performance, while another client may only use it for performance management. So in such scenarios, I can say that the scalability was three.

At the end of the day, a lot of things happen on the config within production, and I don't like that. We're going to push now to actually have and follow the three-tier. You can do that in a certain space, and then you go to production. My manager that I'm reporting to is going to make a few plans, and we're going to have a stage integration because integration is done too late in production since, after that, one sits with lots of data in there, along with issues, errors and with things stopping. SAP is also going against the own development methodology of their three-tier, which involves one to develop, realize, and deploy. Fundamentally, clients now have to pay for the stage, and that shouldn't be like that. If one moves from an on-prem tool, SuccessFactors should give that person exactly the like-for-like. And as I say, the like for like, it means from the architecture, they should give one development. They should also give that person the stage, along with the provisioning. In short, one shouldn't pay for the stage. Because once the things are in production, it's too late. After that, where do you do testing? In development? How can one do testing in development? So, now one has to configure in the config causing SAP's golden client, as we call it, to not go through configuration anymore. It's now changed. I think that is something SAP has to look at in the future.

When you have an on-prem environment with payroll, people don't want to move the payroll from finance because, in South Africa, in many companies, payroll resides within the finance module. So now, SAP charges me 300 Euros for 14,000 employees. I still have to pay 2,000 euros because I'm using SAP on-prem. If SAP wants to be a game changer, SAP seriously has to look at its pricing. So people are also moving because of the pricing. If a person is on-prem, that person should not pay for the on-premises licenses but only for the SuccessFactors licenses. But then, it means all your people-only payroll is on-prem. So then you also get your money back because now you're forcing them to put all the people on EC because they don't need to pay the on-prem license since you're using it only for payroll. You see, so SAP also has to come to the table. I must tell you, many clients, and I know many European companies, are saying to SAP that if you force me to do that and I go to another product, SAP has to be very careful about this. I have colleagues that used to be pro-SAP that have gone into Workday, and they say to me, Workday is actually better than on-prem and SuccessFactors. How can I argue with them? I've never worked on Workday, but they have, and they're implementing it, and they say it's cheaper, better, quicker, and easier. SAP can only benefit from the CRM and finance modules. In the HR environment, HR is becoming null and void. There are too many free apps available that can handle HR tasks. In an ideal world, people will start to have a product for master data and an app for learning, an app for performance, and a different app for whatever they want to do. So you might end up in a situation where you actually have an HR system using different apps to manage HR, as it is still cheaper than SAP. SAP is killing us with its certification and all the related expenses. So many dedicated independent consultants are out there, and it's becoming so expensive. But for them, it's been enough to join a company like Workday or whatever and start working there and training there because you don't need to certify every year, and that's the problem. That is a killer, the certification, the certification. I've been on projects where we had certified consultants who knew absolutely nothing. But you have to pay them and pay them in hours, which is only a thousand per hour.

Given my experience with SAP, without prejudices, I rate the overall solution an eight out of ten.

We are using SAP SuccessFactors in combination with many different modules from SAP in order to manage everything from plant maintenance to deposit systems, finances, procurement, and more. In total, there are about 29 different SAP modules in use across the organization.

Within SuccessFactors, I have set up a team management system where various components handle recruitment, compensation and benefits, visa and permit management, training and development, and other custom management workflows. All of these use cases form part of our master employee data center.

Every aspect of SuccessFactors is important to our organization because all of our team members have a set of roles to perform and I can't compromise on anything when it comes to managing employees.

For example, I cannot compromise on the recruitment area, nor can I compromise on compensation and benefits, or training. These factors are equally important and SuccessFactors help to ensure that these areas are all accounted for and fully utilized.

Taken together, all the features that SuccessFactors provides are absolutely vital in order for our organization to function.

One of the most wonderful features is the ability to customize the modules and workflows. So far, we've done a fair bit of customization and it is helping us a lot and really adds to the value we already get from SuccessFactors.

I definitely expect more improvements to come from SAP in the future. In terms of customization and additional features, there are pros and cons to adding extra functionality in any kind of software, but it's always welcome.

During and after the implementation phase we have been continually exploring the solution because once they provide us with the product, they sort of leave us to it, whether we are going to use it for only a short time or for the next decade or so. Thus, we (and SAP) need to ensure that we are able to keep customizing and tweaking processes over time.

One of the most essential features that needs improvement right now is the reporting functionality. SuccessFactors' reports seem to be lagging a bit behind and we are very interested in customizing the reporting mechanism such that it pushes reports through quickly and automatically. This is one of the main areas we are looking to improve currently, but when it comes to the bigger picture, we're hoping that SAP improves on the customization aspect more generally. This will help us not only in improving our reporting system, but in other areas as well.

I have been using SAP SuccessFactors for close to three years now.

I have found the stability of SuccessFactors to be on par with other ERPs. And with my frequent exposure to HRMS and other tools, I would even say that SuccessFactors has an edge over these other solutions in this regard. If you're not utilizing the full capability of the solution, however, you are not easily going to see the benefits of it. As long as you are using it fully and effectively, SuccessFactors will perform as you need it to.

I can't comment much on maintenance because we leave that to the IT
department. They have around 20 employees, but not all of them are
working solely on supporting SuccessFactors because it is just one of
about 29 other SAP modules that we are using (not to mention the eCommerce side of our business), and there are many other tasks which they carry out.

I would rate the scalability at around 4/5 stars. We have close to 2,000 users who have been granted access to SuccessFactors, and these users can log in and use the various features (of which there are many) at any time.

We're also currently expanding to the US and UK, and scaling up SuccessFactors for these expansions is mostly a matter of extending our resources and licenses.

Prior to using SAP SuccessFactors, we were using Sage Accpac. This solution had very limited capabilities which we were using to manage our employee centers (e.g. for compensation and benefits). Significantly, it did not include features such as recruitment, talent management, succession planning, or visa management. It was not a 360-degree solution at all, unlike what we get from SAP SuccessFactors. Once we switched to SuccessFactors and started enjoying all of its features, it's really given us an edge and things have been going great.

Before we began the setup, we engaged in requirement gathering, brainstorming, kickoff meetings, and various other sessions that really gave us an edge when it came to the actual implementation. Prior to SuccessFactors, we already had other software in use and when we had to migrate everything over to SuccessFactors, we made sure that we were fully prepared.

Reflecting on the initial challenges we faced during the migration, I can advise that, without a doubt, the most important thing is to spend enough time gathering all your requirements and data before you jump in.

On the whole, I wouldn't say it was easy to implement. Because it was a matter of adding something completely new to the organization, it had its ups and downs, and I would lean toward calling the setup moderately difficult.

We implemented SuccessFactors with the help of a consultant in addition to SAP. It was during the time of Covid-19 lockdowns so our implementation process was somewhat intermittent, but we were able to manage with the help of limited remote support. Because the support was not always available, it took around five to eight months to fully migrate to SuccessFactors from our previous solution (Sage Accpac). Perhaps during normal conditions, it wouldn't have taken as long.

The ROI we're seeing can be summed up as, "So far, so good," because after we moved from Sage Accpac to SuccessFactors the value has definitely been adding up over time. Of course, there is still more to be seen in terms of ROI, and I would rate the ROI 3/5 stars.

Due to the way in which we purchased SuccessFactors as a module along with other SAP modules, we were able to procure it at a slightly better price than usual. I would rate their pricing 5/5 stars.

I would rate SAP SuccessFactors an eight out of ten.

We are using SAP SuccessFactors in our customer's companies where it is deployed via the cloud. It is the core solution for payroll services, and we use its features in a number of areas including talent performance, recognitions, terminations, hire to retire programs, onboarding, management, HR analytics, and as a learning management system. 

Currently, my company implements SuccessFactors for about eight different customers. For each one, we have about 10 to 20 administrators for all the various modules, managing about 200 to 1,000 employees at any given time.

The main advantage of SuccessFactors is its ability to add many types of integrations within the SAP Cloud platform. Many useful modules can be implemented alongside SuccessFactors as third-party integrations, and this capability to extend the system is a big plus. 

Another positive for SuccessFactors is how it provides pre-defined best practices for building the solution, with plans that take you from A to Z directly. You don't need to build anything from scratch when you're using their implementation best practices for configuring the system. 

Within these best practices, you also have a range of options for customization, such as with the Metadata Framework (MDF) and the Business Rules feature where you can create various conditions when it comes to managing customers.

Overall, the documentation could be improved, and I think the learning management module needs to include more capabilities when it comes to matching an organization's particular learning approach. The learning management system that they provide is somewhat lacking in compliance with modern approaches.

Further, I believe the access mechanism for the payroll system could use some improvements. The system uses what they call Payroll On-Prem, and it should provide the same kind of access that teams use when they are using any other module in SuccessFactors.

I have been using SAP SuccessFactors for about five years.

Thanks to its stability, a lot of customers are running SuccessFactors in a lot of different countries, and not just the MEA region. It's a very successful product in this sense.

SuccessFactors offers a lot when it comes to scalability, and they are working on making it better every day. One of the ways in which it scales nicely is in the fact that you can reuse a lot of components that already exist within the SAP platform. In addition, the embedded customizations that you create can also be transferred to other areas, letting you make use of existing capabilities elsewhere.

My company implements SuccessFactors for about eight customers at present, and for each customer we have about 10 to 20 administrators that take care of all the modules that are in use by about 200 to 1,000 employees.

In my opinion, the technical support is good enough.

I have used some local solutions before and I am also aware of comparable solutions such as Oracle HRMS. I believe SuccessFactors has the advantage over HRMS, and I have observed a few customers who have converted from HRMS to SuccessFactors. 

Before SuccessFactors, however, I haven't been involved in any deployments for another type of HR solution. 

The deployment of SuccessFactors is easy, though it can take from three to six months. There are a lot of different modules that each deployment requires, but luckily there are many common features that you can use across different deployments.

I think the pricing is a little better than most solutions out there. There are reasonable prices when it comes to some of the modules such as the Payroll module, and for the remaining modules I believe the pricing is fair in comparison to the rest of the market. When comparing SuccessFactors with other solutions with the same level of capabilities, the pricing is roughly on par.

When it comes to licensing, this depends on the users. Dealing with onboarding 100 to 200 users is a lot different than when you're dealing with 1,000 to 2,000 users. 

To those wanting to implement SuccessFactors, first you must review the best practices, how the server works, and all the modules you might want to use. This is important not only because you need to make sure that you will be utilizing SuccessFactors to the fullest, but also because it will help you in the future if you want to make revisions or change processes (e.g. how you approach HR operations with the capabilities that SuccessFactors offers).

By reviewing all the features and how your company can use them, you will get a good sense of the value that it can bring.

I would rate SAP SuccessFactors an eight out of ten.

Our company uses the solution for the entire administration of our workforce. Included are data management, employee and contingent worker management, integrations to our Tableau data visualization, and dashboard metrics. 

The functionality and user friendliness are constantly improving. We provide constant feedback and a lot of changes are addressed. Every six months, we get 300 changes in the system so that is quite a lot. The solution is continually changing for the better. 

The user interface is flexible and allows for custom fields. We can easily create fields or change things without needing to get the vendor involved. 

The flexibility for reporting is better than ADP.

The reporting tool is not as good as IBM Cognos which is very, very powerful. We used to do things with Cognos that we don't see in the current reporting tool. We are implementing the story report that will provide a data visualization tool within the solution. It looks valuable and powerful, but we haven't yet used it to compare it to the reporting in Cognos. 

The user interface could be modernized. We hear from users that the view is kind of old fashioned. The interface works perfectly fine so this is more of a personal user opinion. 

I have been using the solution for six years. 

Customer support needs improvement because it is a weakness. Support is offshore so you deal with people in other countries such as India. You have to adjust to their time zone to get support. They should do a better job because they are there to provide a service to customers, not the other way around. You have to bend to support's availability and it is difficult to get them to understand that they are actually there to help you. 

We are fortunate as partners because we have a dedicated account manager who is always available and responsive. We get direction and training materials at a VIP service level from our customer success account manager. We recommend this level of service because it really helps us. 

The solution offers better reporting flexibility than ADP but is not as powerful as IBM Cognos. 

I like the solution and rate it an eight out of ten. 

We have been using SAP S4HANA and integrated products like SuccessFactors for payroll calculations and HR management.

SAP and SuccessFactors have provided more flexibility, advanced controls, and robust security features for our organization. However, we have faced several issues with SuccessFactors, particularly with payroll calculations, push data failures, and integration challenges.

The payroll calculation is a crucial feature of SuccessFactors. The cloud security and the correct features for payroll calculations, once issues are resolved, are valuable aspects of this product.

One area of improvement is the time taken to configure changes, such as taxation rules, which can take several months. Additionally, having user-friendly logic that allows user-defined rules could make the system more adaptable and reduce dependency on external consultants.

We have been using SuccessFactors for almost two and a half years.

There have been instances where SuccessFactors fails to capture and push data correctly, leading to the need for manual interventions.

There are two kinds of technical support: consultants for SAP support and business consultants. We feel that they lack the necessary knowledge and expertise, which affects the efficiency of issue resolution.

Positive

Before SAP SuccessFactors, we were using Remco ERP product.

We have faced significant challenges with the consultants provided, especially regarding their expertise and the time taken to resolve issues.

It is critical to have a dedicated SuccessFactors consultant for effective management. For mid-sized industries, handling SAP products without proper technical support can be challenging.

We use Performance and Goals Management and the Succession and Development modules.

The performance is okay. The reporting and analytics feature is very important for decision-making. The product helps with our company’s compliance and regulation needs. The tool has a unique talent management platform. It is responsive. It provides evaluation, recruiting, learning and development, and compensation processes. It is easy to navigate through the platform.

The Onboarding module must be improved. It doesn’t have many features.

I have been using the solution for three years.

The tool has good scalability. Our clients are medium-level businesses.

The technical support is slow. We generally have low and medium-level incidents. I rate the technical support a three or four out of ten.

Negative

The initial setup is easy. The deployment takes two weeks. The product is deployed on the cloud. We use a public cloud provider.

We do implementations. I will recommend the tool to others. Overall, I rate the solution a ten out of ten.

At present, we're utilizing specific components like attendance systems, employee payroll systems, and leave management systems. These are integral to our everyday operations within the organisation. These components include applications for managing employee attendance, payroll, leaves, and travel arrangements, among others.

The SuccessFactors learning applications within the SuccessFactors learning modules, as well as the performance management system, are highly beneficial for each and every employee in our organization. These tools eliminate the need for using Excel to manage data, allowing for direct input into the system. This streamlines the process, making it easier to view and analyze information. We can readily access our performance history, comparing our actions and achievements from the previous year. At present, we are consistently monitoring our day-to-day performance.      

Visual representations, in the form of graphs and charts, can be added. This is beneficial for both management and employees. Upon accessing the system, they should generate graphical representations on their dashboard. These visuals illustrate aspects such as company-wide training progress and current company training status. The information encompasses both company-related data and personal profiles. This approach makes it convenient to grasp the company's profile along with individual information.

I have experience with SAP SuccessFactors.

The product is extremely stable. 

I would rate the scalability of the solution nine out of ten. It has a high level of standardization across the various systems and processes and hence large organizations.

When we encounter something that requires attention, we submit a ticket on the SAP portal. Their response time typically falls within the range of twenty-four to forty-eight hours, as per their service level. Thus, there's no significant problem in the case of support.

The implementation and maintenance are done through vendors. 

I would rate the solution nine out of ten.