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Unsere Website wird schrittweise erneuert. Der von Ihnen gewünschte Inhalt wird derzeit noch im bisherigen Design angezeigt. Vielen Dank für Ihr Verständnis. Übersichtliche und tagesaktuelle Organigramme Anhand des hinterlegten Stellen- und Personalstamms generiert das Programm automatisch ein Organigramm und aktualisiert dieses bei Änderungen der Stammdaten.
Basis für umfangreiche Budgetierung Der Stellenstamm ist analog dem Personalstamm aufgebaut. Personalentwicklung Erfassen von Aus- und Weiterbildungen inkl. Mandanten Mit der Grundversion kann ein produktiver Mandant und ein Testmandant geführt werden. Datenübernahme Der Budgetartenstamm kann bei der Eröffnung eines neuen Mandanten von einem bestehenden Mandanten Quellmandant übernommen werden.
Knowledge Management und Beurteilungen Das Knowledge Management hilft dabei die Skills der Mitarbeiter einfach zu erfassen und auszuwerten. Organigramme Mit dieser Option können hinterlegte Organisationen exportiert und als Organigramme im org. Flexibles Bewerbermanagement Das Abacus Bewerbermanagement unterstützt die Personalverantwortlichen während des gesamten Bewerbungsprozesses.
Bewerberübersicht - offene Bewerbungen. Übersichtliche Organigramme In grösseren Unternehmen sind übersichtliche Organigramme oft nur mithilfe eines Diagramms möglich.
Das Abacus HR in der Übersicht. Auch der Datenschutz ist bei den digitalen Dossiers mit Abacus gewährleistet! Ribbentrop wrote in his "Memorandum for the Führer " that "a change in the status quo in the East to Germany's advantage can only be accomplished by force", and that the best way to achieve this change was to build a global anti-British alliance system.
In early Hitler asserted his control of the military-foreign policy apparatus by, in part, sacking Neurath. Ribbentrop's appointment was generally taken, at the time and since, as indicating that German foreign policy was moving in a more radical direction. In contrast to Neurath's cautious and less bellicose nature, Ribbentrop unequivocally supported war in — Ribbentrop's time as Foreign Minister can be divided into three periods.
In the first, from to , he tried to persuade other states to align themselves with Germany for the coming war. In the second, from to , Ribbentrop attempted to persuade other states to enter the war on Germany's side or at least maintain pro-German neutrality.
Many historians have suggested that Hitler was prepared to reinstate the Duke of Windsor as king in the hope of establishing a fascist Britain. Reportedly 50 million Swiss francs were set aside for this purpose. In the final phase, from to , he had the task of trying to keep Germany's allies from leaving her side.
During the course of all three periods, Ribbentrop met frequently with leaders and diplomats from Italy, Japan, Romania , Spain, Bulgaria , and Hungary.
During all this time, Ribbentrop feuded with various other Nazi leaders. One of Ribbentrop's first acts as Foreign Minister was to achieve a total volte-face in Germany's Far Eastern policies. Ribbentrop was instrumental in February in persuading Hitler to recognize the Japanese puppet state of Manchukuo and to renounce German claims upon her former colonies in the Pacific, which were now held by Japan.
Ernst Freiherr von Weizsäcker the State Secretary during the period — opposed the general trend in German foreign policy towards attacking Czechoslovakia: Freiherr von Weizsäcker had no moral objections to the idea of destroying Czechoslovakia; he was only opposed to the timing of the attack. Weizsäcker favoured the idea of a "chemical" destruction of Czechoslovakia in which Germany, Hungary, and Poland would close their frontiers to destabilize Czechoslovakia economically.
He strongly disliked Ribbentrop's idea of a "mechanical" destruction of Czechoslovakia via war, which he saw as too risky. But despite all of their reservations and fears about Ribbentrop — whom they saw as recklessly seeking to plunge Germany into a general war before the Reich was ready — neither Weizsäcker nor any of the other professional diplomats were prepared to confront their chief.
Before the Anglo-German summit at Berchtesgaden on 15 September , the British Ambassador, Sir Nevile Henderson , and Weizsäcker worked out a private arrangement for Hitler and Chamberlain to meet with no advisers present as a way of excluding the ultra-hawkish Ribbentrop from attending the talks.
In the aftermath of Munich, Hitler was in a violently anti-British mood caused in part by his rage over being "cheated" out of the war to "annihilate" Czechoslovakia that he very much wanted to have in , and in part by his realization that Britain would neither ally herself nor stand aside in regard to Germany's ambition to dominate Europe. Partly for economic reasons, and partly out of fury over being "cheated" out of war in , Hitler decided to destroy the rump state of Czecho-Slovakia as Czechoslovakia had been renamed in October early in Admiral Horthy was advised that the Germans might be open to having more of Hungary restored to former borders, and that the Hungarians should best start concentrating troops on their northern border at once if they were serious about changing the frontiers.
Upon hearing of the Hungarian mobilization, Tiso was presented with the choice of either declaring independence with the understanding that the new state would be in the German sphere of influence, or seeing all of Slovakia absorbed into Hungary.
In March , Ribbentrop assigned the largely ethnic Ukrainian Sub-Carpathian Ruthenia region of Czecho-Slovakia, which had just proclaimed its independence as the Republic of Carpatho-Ukraine , to Hungary, which then proceeded to annex it after a short war.
Initially, Germany hoped to transform Poland into a satellite state, but by March German demands had been rejected by the Poles three times, which led Hitler to decide, with enthusiastic support from Ribbentrop, upon the destruction of Poland as the main German foreign policy goal of This marked a significant escalation of the German pressure on Poland, which until then had been confined to private meetings between German and Polish diplomats.
The German occupation of the Czech areas of Czecho-Slovakia on the Ides of March, in total contravention of the Munich Agreement that had been signed less than six months before, infuriated British and French public opinion and lost Germany all sympathy.
Some of us are getting rather tired of the sanctimonious attitude which seeks to take upon our shoulders the blame for every crime committed in Europe. If Germany had been left stronger in she would sooner have been in a position to do what she is doing today. Moreover, the British government had genuinely believed in the German claim that it was only the Sudetenland that concerned them, and that Germany was not seeking to dominate Europe.
By occupying the Czech parts of Czecho-Slovakia, Germany lost all credibility with its claim to be only righting the alleged wrongs of Versailles. Shortly afterwards, false reports spread in mid-March by the Romanian minister in London, Virgil Tilea, that his country was on the verge of an immediate German attack, led to a dramatic U-turn in British policy of resisting commitments in eastern Europe. Since Poland was regarded as the East European state with the most powerful army, it became imperative to tie Poland to Britain as the best way of ensuring Polish support for Romania, since it was the obvious quid pro quo that Britain would have to do something for Polish security if the Poles were to be induced to do something for Romanian security.
On 31 March , British Prime Minister Chamberlain announced before the House of Commons the British "guarantee" of Poland, which committed Britain to go to war to defend Polish independence, though pointedly the "guarantee" excluded Polish frontiers. A and the Non-Aggression Pact with Poland.
In April , when Ribbentrop announced at a secret meeting of the senior staff of the Foreign Office that Germany was ending talks with the Poles and was instead going to destroy Poland in an operation late that year, the news was greeted joyfully by those present. In April , Ribbentrop received intelligence that Britain and Turkey were negotiating an alliance intended to keep Germany out of the Balkans.
Instead of focusing on talking to the Turks, Ribbentrop and Papen became entangled in a feud over Papen's demand that he by-pass Ribbentrop and send his dispatches straight to Hitler.
Ribbentrop's friendship with Papen, which went back to , ended over this issue. Ribbentrop believed that Turks were so stupid that only by shouting at them could one make them understand. From early onwards, Ribbentrop had become the leading advocate within the German government of reaching an understanding with the Soviet Union as the best way of pursuing both the short-term anti-Polish and long-term anti-British foreign policy goals.
Julius Schnurre of the Foreign Office's trade department to negotiate a German-Soviet economic agreement. Because of Japanese opposition to participation in an anti-British alliance, Ribbentrop decided to settle for a bilateral German-Italian anti-British treaty. Ribbentrop's efforts were crowned with success with the signing of the Pact of Steel in May , though this was accomplished only by falsely assuring Mussolini that there would be no war for the next three years.
Ribbentrop played a key role in the conclusion of a Soviet-German non-aggression pact , the Molotov—Ribbentrop Pact , in , and in the diplomatic action surrounding the attack on Poland. In public, Ribbentrop expressed great fury at the Polish refusal to allow for Danzig's return to the Reich , or to grant Polish permission for the "extra-territorial" highways, but since these matters were only intended after March to be a pretext for German aggression, Ribbentrop always refused in private to allow for any talks between German and Polish diplomats about these matters.
Throughout , in private, Hitler always referred to Britain as his main opponent, but portrayed the coming destruction of Poland as a necessary prelude to any war with Britain. Ribbentrop supported his analysis of the situation by only showing Hitler diplomatic dispatches that supported his view that neither Britain or France would honour their commitments to Poland.
In this, Ribbentrop was particularly supported by the German Ambassador in London, Herbert von Dirksen , who reported that Chamberlain knew "the social structure of Britain, even the conception of the British Empire, would not survive the chaos of even a victorious war", and so would back down over Poland.
Furthermore, the Germans had broken the British diplomatic codes and were reading the messages between the Foreign Office in London to and from the Embassy in Warsaw. Neville Chamberlain's European Policy in was based upon creating a "peace front" of alliances linking western and eastern European states to serve as a "tripwire" meant to deter any act of German aggression.
They suggested that the German economy, under the strain of massive military spending, was on the verge of collapse, and led British policy-makers to the conclusion that if Hitler could be deterred from war and if his regime was "contained" long enough, the German economy would collapse, and with it, presumably the Nazi regime.
In June , Franco-German relations were strained when the head of the French section of the Dienststelle Ribbentrop , Otto Abetz , was expelled from France following allegations that he had bribed two French newspaper editors to print pro-German articles. During that meeting, both Ciano and Attolico were horrified to learn from Ribbentrop that Germany planned to attack Poland that summer, and that the Danzig issue was just a pretext for aggression. He claimed that "France and England cannot intervene because they are insufficiently prepared militarily and because they have no means of injuring Germany".
Ciano said that it was absurd to believe that the Reich could attack Poland without triggering a wider war and that now the Italians were left with the choice of either going to war when they needed three more years to rearm or being forced into the humiliation of having to violate the terms of the Pact of Steel by declaring neutrality which would make the Italians appear cowardly. On 21 August , Hitler received a message from Stalin reading, "The Soviet Government has instructed me to say they agree to Herr von Ribbentrop's arrival on 23 August".
The signing of the Non-Aggression Pact in Moscow on 23 August was the crowning achievement of Ribbentrop's career. Ribbentrop flew to Moscow, where, over the course of a thirteen-hour visit, Ribbentrop signed both the Non-Aggression Pact and the secret protocols, which partitioned much of eastern Europe between the Soviets and the Germans. On 23 August at a secret meeting of the Reich' s top military leadership at the Berghof , Hitler argued neither Britain nor France would go to war for Poland without the Soviet Union, and fixed "X-Day", the date for the invasion of Poland, for 26 August.
The signing of the Molotov—Ribbentrop Pact on 23 August not only won Germany an informal alliance with the Soviet Union, but also neutralized Anglo-French attempts to win Turkey to the "peace front".
The Turks always believed that it was essential to have the Soviet Union as an ally to counter Germany, and the signing of the German-Soviet pact undercut completely the assumptions behind Turkish security policy. This was the principal motivation behind efforts to link British promises to support Turkey in the event of an Italian attack in exchange for Turkish promises to help defend Romania from a German attack.
On 25 August , Ribbentrop's influence with Hitler wavered for a moment when the news reached Berlin of the ratification of the Anglo-Polish military alliance and a personal message from Mussolini telling Hitler that Italy would dishonour the Pact of Steel if Germany attacked Poland.
On 27 August , Chamberlain sent a letter to Hitler that was intended to counteract reports Chamberlain had heard from intelligence sources in Berlin that Ribbentrop had convinced Hitler that the Molotov—Ribbentrop Pact would ensure that Britain would abandon Poland.
In his letter, Chamberlain wrote:. Whatever may prove to be the nature of the German-Soviet Agreement, it cannot alter Great Britain's obligation to Poland which His Majesty's Government have stated in public repeatedly and plainly and which they are determined to fulfil. It has been alleged that, if His Majesty's Government had made their position more clear in , the great catastrophe would have been avoided.
Whether or not there is any force in that allegation, His Majesty's Government are resolved that on this occasion there shall be no such tragic misunderstanding. If the case should arise, they are resolved, and prepared, to employ without delay all the forces at their command, and it is impossible to foresee the end of hostilities once engaged. It would be a dangerous illusion to think that, if war once starts, it will come to an early end even if a success on any one of the several fronts on which it will be engaged should have been secured .
Ribbentrop for his part told Hitler that Chamberlain's letter was just a bluff, and urged his master to call it. On the night of 30—31 August , Ribbentrop had an extremely heated exchange with the British Ambassador, Sir Nevile Henderson , who objected to Ribbentrop's demand, given at about midnight, that if a Polish plenipotentiary did not arrive in Berlin that night to discuss the German "final offer", then the responsibility for the outbreak of war would not rest on the Reich.
When Joachim von Ribbentrop refused to give a copy of the German demands to the British Ambassador [Henderson] at midnight of 30—31 August , the two almost came to blows. Ambassador Henderson, who had long advocated concessions to Germany, recognized that here was a deliberately conceived alibi the German government had prepared for a war it was determined to start.
No wonder Henderson was angry; von Ribbentrop on the other hand could see war ahead and went home beaming. As intended by Ribbentrop, the narrow time limit for acceptance of the "final offer" made it impossible for the British government to contact the Polish government in time about the German offer, let alone for the Poles to arrange for a Polish plenipotentiary envoy to arrive in Berlin that night, thereby allowing Ribbentrop to claim that the Poles had rejected the German "final offer".
The British historian D. Watt wrote "Two hours later, Berlin Radio broadcast the sixteen points, adding that Poland had rejected them. Thanks to Ribbentrop, they had never even seen them". As soon as the news broke in the morning of 1 September that Germany had invaded Poland, the Italian dictator Benito Mussolini launched another desperate peace mediation plan intended to stop the German—Polish war from becoming a world war. Mussolini's motives were in no way altruistic; instead, he was motivated entirely by a wish to escape the self-imposed trap of the Pact of Steel, which had obligated Italy either to go to war at a time when the country was entirely unprepared or to suffer the humiliation of having to declare neutrality, which make him appear cowardly.
After due consideration, the French government has given a "positive response". When on the morning of 3 September Chamberlain followed through with his threat of a British declaration of war if Germany attacked Poland, a visibly shocked Hitler asked Ribbentrop "Now what?
Roosevelt , and did his best to abuse his American guest. Ribbentrop told Welles that only a total German victory "could give us the peace we want". Welles reported to Roosevelt that Ribbentrop had a "completely closed and very stupid mind".
This investigation tore apart the agency as colleagues were encouraged to denounce each other. In early June , when Mussolini informed Hitler that he at long last would enter the war on 10 June , Hitler was most dismissive, in private calling Mussolini a cowardly opportunist who broke the terms of the Pact of Steel in September when the going looked rough, and was only entering the war in June after it was clear that France was beaten and it appeared that Britain would soon make peace.
In part, this seemed to affirm the importance of the Pact of Steel, which Ribbentrop had negotiated, and in addition, with Italy now an ally, the Foreign Office had more to do. Ribbentrop, a Francophile , argued that Germany should allow Vichy France a limited degree of independence within a binding Franco-German partnership. But in general, from late to mid, the Foreign Office was second only to the SS in terms of power in France. From the latter half of , Ribbentrop had championed the idea of an alliance between Germany, Italy, and Japan that would partition the British Empire among them.
Unlike the other factions, Ribbentrop's foreign policy programme was the only one that Hitler allowed to be executed during the years —41, though it was more due to the temporary bankruptcy of Hitler's own foreign policy programme that he had laid down in Mein Kampf and Zweites Buch following the failure to achieve an alliance with Britain, than to a genuine change of mind.
Ribbentrop wanted this great British defeat to be a day of celebration in Germany, whereas Hitler forbade any celebrations on the grounds that Singapore represented a sad day for the principles of white supremacy.
Another area of difference was Ribbentrop's obsessive hatred for Britain — which he saw as the main enemy — and view of the Soviet Union as an important ally in the anti-British struggle. Hitler saw the alliance with the Soviet Union as only tactical, and was nowhere as anti-British as his Foreign Minister.
In the autumn of , Ribbentrop made a sustained but unsuccessful effort to have Spain enter the war on the Axis side. An area in which Ribbentrop enjoyed more success arose in September , when he had the Far Eastern agent of the Dienststelle Ribbentrop , Dr. Together with their implementation partners, SAP is specialized on making the switch to the Cloud, as comfortable as possible.
While doing so, providing secure SAP data centres is one of their key objectives. SAP as a software company, only employs few consultants and is focused on sales.
The division of tasks between SAP and their partners ensures that customers are provided with highly competent service, to achieve the best possible results. An overview of all modules is provided in the graphics below:. The left half of the graphics includes all modules of the classic On Premise solution.
For a better overview, these are sorted into categories of Workforce Processes , Talent Management and Analytics. These interfaces provide a multitude of possibilities to give SAP a modern and user-friendly design, to further user acceptance.
Therefore, customers save costs for purchasing and maintenance of hardware. Furthermore, cloud tools are constantly revised and developed, so customers are regularly provided with new functions at no extra cost.
For analyzing HR data we recommend using Workforce Analytics. This has lead SAP to become a frontrunner in many countries worldwide. In SAP bought an American company SuccessFactors, the leading provider of cloud based talent management solutions, and has since then integrated their own services. As SuccessFactors is cloud based, customers are provided with quarterly updates that include new functions or improvements of existing features, without extra maintenance.
Legal changes are automatically adapted into the suite as well, to ensure customers are always up-to-date. Data centres are guarded at all times, with additional control at access locks. Biometrical scans protect sensitive areas. In case of power outage, the centres have back up batteries and diesel engines, which can operate the centres self-sufficiently.
The buildings are earthquake-resistant and to prevent worst case scenarios, each data centre has a locally separate back-up centre, that can take over seamlessly for the primary centre. Of course, each back-up centre has the same security standards as the primary centres.
Data exchange with customers is encrypted and tap-proof, as well as all data back-ups. Do you have any questions, or want to inquire about something specifically? We look forward to hear from you:.
Employee Profile is a limited variant of Employee Central , which comes with every SuccessFactors installation regardless of the licensed model.
Employee Profile is the data base for all SuccessFactors modules. It offers you basic management options and self-service functions regarding your HR master data in the cloud. Data that is stored in the employee profile can be displayed and changed via different authorization roles.
In addition to the standard fields in Employee Profile you have the option to define up to 15 additional fields according to your needs. Apart from the Master Data Management, Employee Profile also offers you a simple organizational chart and an employee directory, which you can make available to your employees via the web and mobile apps. With Employee Central, your personnel administrators can easily digitalize documents as well as generate documents directly from the system, achieving a high degree of digitalization in your HR department.
Employee Central offers numerous country-specific functionalities. Using Employee Central, you can manage all HR master data in a central location, thereby avoiding double data storage and the resulting extra costs.
That way all your investments keep their value. Employee Central offers you numerous pre-defined reports, including more than KPIs, benchmarking as well as trend and drill-down analyses. To get even more meaningful analyses, you can combine and analyze the HR data with data from the FI and other areas. Like all other SuccessFactors modules, Employee Central is available via both the browser and the SuccessFactors app for smartphones.
That way your employees and managers can access SuccessFactors from anywhere, anytime. SAP combines the reliability of the most well-known payroll solution with the user-friendliness of a cloud solution, thus offering customers the best of both worlds. It allows you to do your payroll in more than 40 different countries, in accordance with local regulations and laws.
Another way to take advantage of the advanced interface in Employee Central Payroll, is implementing the Payroll Control Center in your company. That way it is possible to manage your existing on-premise SAP HCM Payroll via an intuitive web interface while account data is being processed on your serves in the background.
It is also possible to link your existing on-premise Payroll solution with Employee Central so that master data can be managed in SuccessFactors while accounting is still managed on your local servers. It serves as the central point of contact for all employees with HR-related questions. Employees can access the Service Center from anywhere in SuccessFactors.
Through the Service Center your employees can also start a chat with a personnel administrator to get informal help. For HR service representatives the Employee Central Service Center provides extensive functions for solving tickets efficiently and quickly, such as an overview of similar ticket in the system, numerous, mail templates and checklists, ensuring that an employee is getting the level of support needed.
The Employee Central Service Center features an intuitive user interface, making it as easy as possible for your employees to contact the relevant specialist department and thus promoting employee satisfaction.
SuccessFactors Workforce Planning provides you with the tools for optimizing your HR planning on the basis of your business planning.
That way you can counter mid- and long-term talent shortages as well as overcapacities in your company. Based on these analyses, you can make faster, sounder and more efficient decisions in the future. You optimize your short- and long-term HR planning, by, for example, preparing your company for an expansion, retirements or sales fluctuations, and make important decisions about training needs and employee development. Workforce Planning identifies possible future quality gaps early and enables you to react in time by training your employees or hiring new employees.
SAP JAM is an advanced communications platform, connecting your employees, customers and partners and making collaboration and content distribution more efficient. You can create groups according to different interests, where users exchange views with each other and experts, provide current information, facilitate discussions about open questions and overall enhance the flow of information, thus positively affecting company success.
SAP JAM gives you many options of displaying and sharing information, such as chats, forums, blogs, wikis, videos, voice memos or traditional documents. SAP JAM supports you in many areas of HR Management, for example, in Recruiting with additional communication, in Onboarding with complementary contents and mentoring groups or in Learning with additional materials and learning groups.
SuccessFactors Recruiting provides your company with a tool which optimally supports all steps in the recruiting process. You can create requirement profiles for open positions, structure the application process accordingly, create actual job offers and post them directly from SuccessFactors to job platforms, get your applications from different sources social media, staff consultants, online-applications, … and manage job interviews with your integrated outlook calendar. SuccessFactors Recruiting offers more than just application management, using its patented methodology to sure that you reach the right candidate at the right time and with the right message.
That way you build long-term relationships with interesting candidates and can always resort to an applicant pool to fill open positions. Using state-of-the-art technology, the integrated marketing platform allows for employer branding to attract talented candidates to your company.
That way you also capture the interest of passive candidates and attract them to your company and can plan extensive recruitment campaigns to attract new talents. Using comprehensive assessments, you can at all times monitor which channels and strategies yield the best results and thus optimally use your recruiting budget.
In the modern working world, staff retention and the planning of efficient staff assignments start before the actual hiring. It is crucial to integrate new employees into your company, already before and of course after they are hired. The SuccessFactors module Onboarding supports you in this process, providing you with all the tools necessary to reach your goal. SuccessFactors Onboarding allows you to implement an ongoing onboarding process, including your HR department, the managers in charge and the new employee.
In addition, rapid deployment of new staff saves you a lot of money. SuccessFactors Learning allows you to continue to train your employees and manage all trainings in one central location. You can create online trainings, face-to-face trainings or blended learning trainings and offer them in the online catalogs. After a training, you have the option of administering tests. If they pass, employees can directly print their certificates.
Training participants get to fill out evaluations, providing you with a good overview of your trainings so that you can quickly see what needs to change or be improved.
Using curricula and programs you create more comprehensive trainings, assigning them to your employees to make them familiar with more complex topics. Using their own interfaces trainers can keep attendance in their courses and also make comments about individual participants. Managers can assign necessary courses to their employees and can view and also evaluate training data.
Besides your employees, you can also add external users, such as your customers or partners, to SuccessFactors Learning and have them attend special trainings for new products, uses of marketing materials, etc. Course participants get invited to specific JAM groups, where they can talk about the course and get extra materials. That way you can make product or safety trainings available to your customers and partners and also by selling trainings, increase company sales.
Our partner Bookboon, the leading ebook provider in education and training, offers a comprehensive ebook library, which you can make available to your employees in SuccessFactors, integrated with other HR platforms or as a stand-alone solution. SuccessFactors Goal Management supports you in defining company goals and cascading them to individual employees. That way employees get a better understanding of how their work affects the company as a whole.
As a result they identify with the company more strongly, which directly affects their motivation. Monitoring your goals via dashboards and evaluations allows you to take timely measures if goal achievement is jeopardized.
You can create interfaces between defined goals and trainings in SuccessFactors Learning to support your employees in achieving their goals. SuccessFactors Performance Management provides you with modern tools for ongoing evaluation. Ongoing feedback lets your employees know where they stand and how they can improve. Meetings with employees are supported by workflows with the people involved submitting evaluations. This happens via prepared text modules, an immediate scan checking the suitability of your own texts and an easy user interface allowing you to make entries directly into the system while the meeting is still going on.
If you are also using Compensation Management , you can make premium payments conditional on goal achievement, promoting a success-oriented corporate culture. This includes superiors and colleagues but also suppliers, partners and customers. These different perspectives can give you and your employees a better more comprehensive view, which can then be used for defining goals and creating trainings. In nearly all companies employee salaries are major cost items.
Using SuccessFactors Compensation Management you ensure that these expenses optimally affect your company. Compensation Management allows you to pay your employees according to their performance motivating everyone to give their best. Through an integrated testing device, the system ensures that you can view your costs at all times and comply with your compensation budget. Ongoing bonus models can be adapted to company success facilitating accessible bonus reports for your managers and employees.
That way calculations get easier for everyone involved. Basic salary raises can be automatically calculated and shared workflowbased in relation to various factors such as performance evaluation, awards, rank or wage group. Via SuccessFactors Career Planning you can encourage your employees to realize their full potential, displaying career paths they could take.
Based on their competencies employees can determine suitable positions and figure out which competencies they still need to develop for the next step in their career. You create development goals for your employees integrating company needs and employee preferences to ensure optimal further development. The defined goals can be linked to courses in SuccessFactors Learning so that your employees can take concrete steps towards reaching their goals.
Due to demographic changes, it is becoming increasingly difficult to have employees with the right qualifications available at the right moment. SuccessFactors Succession Management supports you in promoting and developing employee potential in a targeted way so as to prevent shortages in qualified employees. Via Succession Management you determine the qualifications necessary for key positions in your company, search for suitable internal successors and promote suitable candidates to prepare them for the new tasks.
You add suitable employees to talent pools and then promote them with special offers to optimally develop your future executives. With your employees you figure out a plan paving their way to the position they desire. Via a special successions organization chart you can view all developments along the organizational structure at all times. SuccessFactors Analytics allows you to make all important business decisions based on strong facts. You get quick and sound answers to all relevant HR questions and using detailed analyses, find solutions to complex problems.
Every day modern business software generates loads of data that can serve as the basis for complex analyses. Interpreting the data and making it usable can be very difficult. With sound, fact-based analyses taking too long, many decisions are still based on intuition and assumptions. With SuccessFactors Analytics all that changes as it provides you with complex analyses in real time. Once you have an overview, you can then use Drill-Down techniques to jump to detailed analyses in order to analyze and examine critical areas more thoroughly.
All data can be presented graphically. You can also save the most important results to your homepage and when you get online, immediately view your most current and important data.
And all that without a single click. Integrating your data with data from Financial Accounting and CRM gives you an even more comprehensive insight into your company. While via SuccessFactors Employee Central and Employee Central Payroll the entire HR management environment can be represented as its own system in the cloud, many companies have already invested a lot of money in existing OnPremise solutions by SAP or other providers and want to keep using them.
For you to protect these investments and use them with SuccessFactors, SAP offers numerous options to integrate them with SAP systems and also solutions from other providers. Using middleware enables integration in real time, while with an integration via data transfer, data needs to be synchronized cyclically. Using modern web standards and open file formats for both integration variants allows for integrating both SAP systems and systems from other providers with SAP cloud solutions.
In a hybrid environment where one system is responsible for central data storage and management usually your OnPremise system reliable integration and data synchronizing are crucial. When using different systems, it is important to make the experience user-friendly and as smooth as possible.
SAP Organizational Management facilitates producing, collecting and managing all data pertaining to the organizational structure in a single, centralized location. Other modules use this database for numerous functions, such as defining workflows, assigning roles and permissions in the organization or assigning superiors. In SAP Organizational Management, you manage your organizational units, positions and people, assign management positions and transfer persons from one organizational unit to another.
In SAP Organizational Management, for planning and optimizing further restructuring, you can create and analyze various notional organizational structures in addition to the actual organizational structure. SAP HR master data management allows you to collect all relevant HR data in a centralized location and provide it to other modules. With HR master data management, you can manage your international employees and expats as well as staff deployment activities.
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