Employer Solutions Blog – Sage HRMS

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In response to the tens of millions of “unbanked” workers in the U.S., many employers have begun issuing payroll cards to their employees. These items work just like debit cards from banks but allow workers to dip directly into their company payrolls, as opposed to the more resource-intensive process of cutting checks.

Most payroll debit cards allow all employees within an organization to be enrolled in direct deposit, regardless of existing banking relationships. There are a number of benefits for both employers and workers. For example, companies are able to reduce the cost of issuing paper paychecks. Such devices are also more secure, as they minimize the risk of check fraud, offering an additional employee benefit as a result.

Workers benefit most directly from their convenience and security, as their wages are immediately available on payday. Furthermore, individuals without checking accounts or established bank relations do not need to establish one, and families can even receive multiple payroll cards for use.

Businesses of all sizes are looking for ways to improve payroll efficiency and employee satisfaction while also maintaining adequate security standards. Complete electronic payroll systems allow employers to meet these goals.

With the growing popularity of payroll cards, especially amid rising discontent with banks, a number of HR management and payroll associations – including the Association for Financial Professionals, Electronic Payroll Coalition, Electronic Payments Association and the American Payroll Association – have collaborated to develop a series of core principles for payroll debit cards. Employers and payroll managers considering electronic payroll systems should consider some of these standards:

• Employee should have access to full wages at least once each pay period without cost.
• Terms and conditions should be disclosed in a clear manner before the employee is enrolled in the payroll card program.
• Employees should be allowed to check account balances via telephone or electronic platforms, such as online networks, and these services should be offered without cost to the employee.
• The funds in a payroll card account shall not expire.
• If the card has an expiration date, the employee should be provided with a free replacement card prior to that deadline.

Have you considered offering your employees access to a payroll card?  You can learn more by registering for our weekly live webcast, Paperless Payroll with the Sage Payroll Paycard.

Fully integrated software management solutions offer a variety of benefits to the average business or professional organization. They can help reduce inefficiencies and improve productivity across all departments and business processes, among a number of other perks.

In a nutshell, these services involve the standardization of one application in managing an entire organization. When implemented effectively, this leads to the elimination of narrow solutions that usually strain IT resources and stall overall business performance.

Here are some additional ways that comprehensive business management software can help an organization achieve growth.

1.) Generate the highest return on employee investment for your IT budget.
2.) Achieve greater insight into your customer base while ensuring that your expenditures are targeting the most loyal/valuable prospects.
3.) Drive quality improvement by reducing process inefficiencies through accurate and fully integrated payment processing solutions.
4.) Automate human resources and compliance processes while tracking payroll and providing improved care to employees.
5.) Gain control over your entire fixed asset lifecycle.

Cost reduction

In order to fully benefit from an integrated software management solution, companies need to take their accounting processes very seriously. If inadequate attention is given to payroll services, bookkeeping and financial processes, then the advantages are likely to be minimal. This underscores the importance of initial software integration as well.

Integration

Integration may be the greatest benefit of any software management solution. If a company establishes the elimination of redundant data as a chief goal for its software and IT solutions, then the process of implementation is likely to be successful. It’s important to note, however, that these solutions do not improve the relative efficiency and performance of individuals, so any integrated solution needs to be balanced with a comprehensive workforce management strategy.

Efficiency

As mentioned, software management solutions tend to focus on integration at the organizational level, so it’s important that companies weigh the benefits of their solutions against the individual habits and characteristics of employees. Ask yourself: How much will a solution reduce or address inefficiencies at the individual level?

Overall, more consistent data that offers a global view of an organization can help drive growth and process improvement efforts. As markets continue to grow more complex, the need to adopt such quality improvement measures is seen as imperative, and software management solutions can be the foundation for these objectives.

If you’d like more information about comprehensive business management software register to view the recorded webcast 5 Tips to Extend the Value of ERP and Meet the Needs of Your Business.

Why are some companies thriving while others struggle to stay in business? What is the distinctive difference between a good company and a truly great company? The answers to these questions can only be found when looking at what defines the company: its people. The people that make up a company are that organization’s unique and biggest asset. For most businesses, the workforce is also its largest expense, or better put, its largest investment.

At Sage HRMS, we believe that employees are the most important component in the quest to improve business results. It makes sense to treat employee related expenses, like HR technology, as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. We call that the Return on Employee Investment™ or ROEI™.

This year’s annual Sage Summit will be held at the Gaylord Opryland Resort in Nashville, Tennessee, from August 12 to 17. Sage Summit will provide a unique networking setting while offering a variety of fun events, informative seminars, and hands-on training.

The event focuses on bringing together Sage users from the top down, from business owners and managers to analysts, consultants, and network members. Registration began on April 19 and is open to partners and customers alike. You can register for the entire week or just a portion. Partner days are designated for August 12-14 and customer days are August 14-17.

The annual meet-and-greet on Sunday afternoon will kick off the conference by introducing members with the same performance interests and goals. These first three days will be geared toward helping partners connect with colleagues to gather ideas on strategy, implementation, and problem-solving. You can learn more about how Sage products work and what you can do to use them more effectively at deep-dive workshops, or you can attend “super sessions” to help understand how to increase the scope of your management resources. 

Customers will be welcomed on August 14 in a special networking day aimed at bringing them together with partners in the new Sage City. Composed of nine smaller “villages” focused on particular interests important to the Sage community, these tents bring together partners and customers looking to meet the same kinds of challenges and help them connect on a face-to-face level for brainstorming and networking. Sage City will also have access to chat walls where people can write notes and ideas for other attendees, or they can use Facewall to interact online with others during the event.

A variety of entertainment will be available throughout the week, and meals will be provided, as well. Partners will be invited for drinks and appetizers at the kickoff of the trade show on Sunday, and Monday night will feature a block party with bands composed entirely of their colleagues. On Wednesday morning everyone will be invited to take part in the 5K Run for Youth walk/run to benefit the Student Youth Travel Association’s Youth Foundation. Wednesday night will be a special concert event at the Grand Ole Opry featuring Trace Adkins, Montgomery Gentry, and Diamond Rio.

If you want to master a certain training aspect, Sage Summit features different learning tracks that will help carry you through the basics and give you in-depth knowledge of product integration, IT systems environments, leadership, or customer service techniques. If you’re interested in learning about a specific program within the Sage family, there will be business- or customer-only workshops to attend. Customers can get up to 17 CPE credits and partners a max of 32 for attending this one-week event. Workshops will allow you to log hours right when you attend them, and you can even print out certification of time earned before you leave.

This year’s trade show will host nearly 200 software and technology companies such as Edisoft, Citrix, Fujitsu, and JobOps. Attendees can try out new applications or talk with other companies about software that might work for them. Developers can meet directly with their clients to brainstorm new solutions for specific problems. There will also be opportunities to win gifts and prizes throughout the week, and both partners and customers are encouraged to stop by the various booths and speak with vendors.

Don’t miss out on this exciting opportunity for Sage customers and partners; register for Sage Summit today!

In this third installment of a five part series, Mollie Lombardi, a research director for Aberdeen Group’s human capital management practice, shares her thoughts on background checks. Mollie has surveyed and interviewed thousands of end-users to gain a better grasp of the key challenges facing human resources and talent management leaders. Mollie has an extensive background in writing and speaking about topics such as strategic talent management and employee engagement. If you’d like to learn more about Mollie you may read our first installment, Meet Mollie Lombardi.

In this age of social sourcing and viral job marketing campaigns, screening potential employees and checking their backgrounds might not seem like the most glamorous elements of the recruiting process. But they are extremely vital because they can greatly reduce risk for your organization.

Pre-employment screening can include many different things. Aberdeen Group research has found that the most common elements of employee screening are: employment and education verification, criminal background checks, reference checks, employment eligibility verification (I-9 in the U.S.), and drug screening. It’s interesting that employment and education verification is the most common screening element cited — 87 percent of organizations Aberdeen surveyed did so — but it’s understandable given our current economic situation. As people are out of work for long periods of time, there might be temptation to embellish work history or educational accomplishments, which could unnecessarily expose the organization.

It also is worth noting that many organizations are screening not just before hiring, but also after prospects become employees. Often, drug tests are performed after on-the-job accidents or other incidents. Continued checks for criminal violations and verification of licenses can be critical as well. Court records often move slowly, so issues that were not identified in the hiring process can show up later, and critical certifications might expire. Risk does not stop once a hire is made, so ongoing screening can help mitigate it.

Executing and managing employment screening can be challenging, which is why 62 percent of organizations that screen use an applicant tracking system, or ATS. However, just over half of these organizations actually integrate screening in to the applicant workflow. Much of the value of an ATS is in automating the hiring workflow, so integrating employment screening into this workflow makes the process easier for recruiters, hiring managers and the candidates themselves. According to Aberdeen Group research, organizations with full or partial integration between employment screening and an ATS see greater reductions in cost and time to hire, as well as greater improvement in hiring manager satisfaction.

Employment screening is essential, but busy hiring managers don’t want to wait for paperwork, and neither do top-tier candidates. The key is finding the solution that turns around accurate, timely results in a way that can be integrated with the overall hiring experience — keeping managers and candidates happy.

Today’s guest post comes to us from Brandon Smith. Therapist, professor, consultant and radio host, Brandon brings an upbeat, witty approach to the challenges of workplace health and dysfunction. Brandon is the founder of theworkplacetherapist.com – a resource dedicated to eliminating dysfunction at work, improving workplace health and restoring optimism and focus in the workplace. Brandon also currently serves as faculty at Emory University’s Goizueta Business School where he teaches and researches on topics related to leadership, communication and healthy workplace dynamics.

Whether you are the manager of a department or sit atop an organization, you have the power to change a culture by your words and actions. What’s frightening is that you’ve already been doing that – whether you realized it or not. So, how can you more intentionally shape the culture the way you want to? Here’s a prescription for you. Take these doses in order and then repeat:

1. What do you preach? Write it down. I can guarantee that there are words, phrases and conversations you are using in your everyday interactions more than others. What you choose to talk about influences your culture. So, write it down. By writing it down you can be more intentional about what you are saying and why. Here are some good ways to determine what it is that you are actually emphasizing through your words and actions:

• When you talk to your team members, how do you start the conversation? Do you talk about family first, results first, check-in on how they are doing, etc…

• What do you insist on talking about at every meeting? Is there any common topic you bring up or agenda you use?

• What is the one thing that you think needs to change “around here?” What gets you frustrated in your group and organization that you routinely share with others?

2. What are the “real” messages you are sending to your employees? Make sure you are consistent. Are you operating in a way that is different… or worse, counter to the values you espouse? This could be utterly catastrophic. If your employees see you as a hypocrite, they will write you off and take everything you say with a grain of salt. Consider this story from Ben, a consultant with a firm that espouses the importance of work/life balance and family to its employees:

This past December, our firm went after a high-profile project that our primary competitor had virtually locked up. The client eventually put it out for bid the day before Christmas Eve. Because this was a project that would be fantastic for our firm and directly align with our strategy, we pursued it full on, committing a team of people to work 72 hours straight over the Christmas holiday. In the end, we won the work above many of the most well known names in our industry and our key competitor is now a sub-contractor to us.

While this is a great story for our firm, all I heard was that multiple people sacrificed their entire Christmas holiday, setting aside their loved ones for work. This really made me wonder if my values were truly aligned with my employer’s and what my future at the company could be.

Your actions speak louder than words. What are you “really” saying? Here are ways to find out:

• What values do you do look for when you hire people?

• What do you fire people for? Is that aligned with what you espouse? Note: If you’ve never fired anyone, look closely. If you had been congruent with your values, would you have made tougher decisions by now?

• What do you reward people for?

3. What do your customers want to talk about? What’s important to them? Align your culture with their values. What do your customers value? This is a critical and massively overlooked category when leaders think about culture. Your cultural values should be aligned with those of your customers if you want your culture to help you, rather than hurt you. Consider Bob Nardelli at The Home Depot. When Bob left GE to join The Home Depot, he brought his values with him. Bob valued efficiency and low cost above everything else. To that end, Bob got rid of many of the most seasoned store employees that delivered some of the best service in the industry, opting to staff the stores with inexperienced, low cost employees. Unfortunately, Bob’s customers did not share the same set of values, traditionally valuing service and convenience over everything else. The result: The Home Depot lost market share to Lowe’s as customers were turned off by Bob and his culture. Frank Blake, Bob’s successor has been working diligently to repair the damage, but once customers leave, it is a long haul to bring them back. Align your culture with your customers for success.

4. Practice the “No Jerk” Rule. Bob Sutton, Faculty at Stanford impresses the importance of eliminating those individuals in the organization that are caustic, abusive and cause trouble. Trust me, left unchecked “assholes” will ruin all of your plans. Bob notes that research indicates that one caustic / negative interaction delivers “5 times the punch” of a positive interaction. If you have those kinds of individuals in your organization, despite your best efforts, you run the risk of your culture defaulting to cut-throat behaviors, heavy politics, abuse, unethical behaviors, fear and lowered commitment. But watch out. Bob also notes that jerks “will breed like rabbits.” Make sure you aren’t putting the wrong person in charge of hiring. And make sure you personally don’t qualify.

Follow these steps and you’ll be on the way to developing the “right” culture. And whether you are a manager or a CEO, these steps can all be put in place today. One word of caution, if you are a manager inside a larger organization, the task of changing culture is a bit trickier because you have several “customers” – your external customers and your internal customers. It can be a challenge to create a healthy “subculture” if you find yourself stuck in an unhealthy one. That being said, life’s too short. Create the culture you’ve always wanted, and who knows, you might be surprised at how many people decide to join you.

Let’s face it – HR is different. 

Our “stock” is people; our “transactions” don’t require shipping; and our analyses rarely get mentioned  when someone starts talking about “business intelligence”.

And it’s the third of these that we should take issue with. Business intelligence is just as important in HR as it is in the rest of an organization. Employees – like stock – have value; they represent an investment which should be monitored and evaluated. But unlike stock that sits on a shelf, an employee’s value changes; it changes as employees move up within your organization, and it changes based on such simple things as staff attendance, certification, and salary.

Which brings us to the subject of “trend analysis”.

Trend analysis has typically been reserved for use by an organization’s sales department. A sales manager needs trend analysis in order to identify which items, customers, salesreps, et cetera are seeing an increase or decrease in volume. “And . . . “ (so the reasoning goes) “ . . . since an HR department doesn’t deal with this kind of volume, they have no need of a trend analysis solution.”

That’s where the trend analysis folks are just plain wrong.

HR needs to identify trends; just different kinds of trends that most people think of. Whereas a sales department is concerned about sales figures going up or down, an HR department is concerned with employee productivity and employee cost per hire going up or down. An employee who is suddenly (or even gradually) recording more and more sick time over the last few months is a concern. A departmental manager whose expenses for the last month are exponentially higher than their average month is cause for alarm. And a quarter in which your employees have to renew over half of their certifications is unquestionably something that has to be planned for.

So a pretty darn good case can be made on behalf of the need for trend analysis within HR; but now comes perhaps the more challenging two related questions:

• Can HR afford the price of an “analytics application” to perform trend analysis?
• Does HR have the staff time required to use such an analytics tool?

Typically the answers to these two questions are “I sincerely doubt it” and “No way . . . “

And although these answers might make it seem that an HR trend analysis product is just another of those “nice-to-have if-we-could” solutions, these answers do, in fact, point us towards a very specific type of HR analytics solution. A solution that costs little (less than $2,000) and makes no demands upon an HR staffer’s everyday workload.

Such trend analysis solutions do exist; but you may not find them where you expect. Instead of looking under “Business Intelligence”, “Analytics”, or even “Trend Analysis”, this relatively new breed of software is most typically found under headings such as “Alerts” or “Business Activity Monitoring”. After all – isn’t the process of monitoring your HRMS system for trends, and then communicating those trends to the appropriate people – really nothing more than a rather sophisticated alert?

(Or, to use a sports analogy, an “alert on steroids”?)

Alerting systems have grown up; no longer are they limited to the role of “alarm clock” for your HR data, doing nothing more than alerting you to new hires, changes in benefits, and certifications about to expire. (Not that there’s anything wrong with those uses; it’s just wrong to assume that those basic uses of an alerts system are all it has to offer you.)

The new generation of alerts technologies for HR include the ability to perform trend analysis. Just as importantly, these new technologies provide this ability at a reasonable cost, and they operate automatically – meaning that they discover and deliver trend information without making any demands on an HR staffer’s available time.

So don’t let those folks in sales tell you that there’s no need for trend analysis in HR. Your employees are your organization’s single-most important commodity; trend analysis can help you get receive a higher return on that employee  investment.

In this second installment of a five part series, Mollie Lombardi, a research director for Aberdeen Group’s human capital management practice shares her views on finding the right talent. Mollie has surveyed and interviewed thousands of end-users to gain a better grasp of the key challenges facing human resources and talent management leaders. Mollie has an extensive background in writing and speaking about topics such as strategic talent management and employee engagement. If you’d like to learn more about Mollie you may read our first installment, Meet Mollie Lombardi.

A company’s ability to achieve its goals is heavily affected by its people—so sourcing, selecting, and onboarding quality employees is crucial.

Unfortunately, recruiting pressures are a struggle for many organizations. According to an Aberdeen Group report on talent acquisition, the most important recruiting pressures organizations are facing are the competition for top talent, shortages of key skills, and the growing realization that talent is what will drive growth.

So what can your organization do to improve hiring in this competitive market? Here are four strategies that will help boost your chances of finding, hiring, and retaining the talent that best fits your organization.

Map the needs

It’s important to understand the needs of your business. If you don’t know the skills, capabilities, knowledge, and characteristics your business requires, your talent acquisition efforts are doomed to fail. The Aberdeen Group report identified the most common strategy among Best-in-Class organizations: They improve their ability to identify talent most likely to succeed by defining core organizational competencies.

Empower the organization

Best-in-Class organizations are 72 percent more likely to say they have a culture in which everyone takes part in talent acquisition. Recruiters don’t just collaborate with hiring managers—every employee is deputized as an “employment brand ambassador” and is encouraged to send referrals, network, and recruit.

Manage risk by building talent pools

Critical roles within an organization are those that drive customer experience and revenue, and they require differentiated approaches for recruiting. Recruiters who build relationships with a strong pool of potential candidates long before job requisitions hit their desks are proactively managing risk for their business.

Integrate data to fine-tune the hiring engine

A top-performing talent acquisition strategy is not something that can be created once and then forgotten. Organizations must keep integrating performance data with sources of hiring and prehiring assessment data to help them fine-tune their hiring engine. Changes occur within a company, potential employees, and sourcing and recruiting technology, so there must be change in recruiting strategies.

Finding the right talent is hard work, but the payoff can be enormous. I often say that getting talent right is getting business right—and recruiting is the place to start when it comes to getting talent right.

Professional collaboration – whether in a joint venture, a team project or a business partnership – is something of a double-edged sword. On the one hand, the devotion of several different minds to one project can result in unforeseen levels of energy, creativity and productivity. But, like anything else in the business world, there are drawbacks.

As members of a collaborative are likely to spend a considerable amount of time together, it’s natural for differences of opinion and alternative work habits to result. Conflict is unpleasant, but it shouldn’t be avoided. If nobody addresses their concerns then nothing will be accomplished. Knowing how to weigh trade-offs between options means knowing how to argue productively, says the Harvard Business Review.

It’s also important to realize that, especially at the startup stage, roles are going to be unclear. But this doesn’t have to be a bad thing, as it alludes to the fluidity of responsibility. Members should be prepared for their role to change with each phase of work.

Finally, members of a team should be ready to accept ambiguity. HBR points out that there is no point to collaborating on a challenge if you already know how to solve it.

How do work collaboratively and remain productive?

In this first installment of a five part series, we interview Mollie Lombardi, a research director for Aberdeen Group’s human capital management practice. She has surveyed and interviewed thousands of end-users to gain a better grasp of the key challenges facing human resources and talent management leaders. Mollie has an extensive background in writing and speaking about topics such as strategic talent management and employee engagement. 

Joey Baird: You have a very impressive background in HR. What notable changes have you seen in the industry throughout the years?

Mollie Lombardi: It’s been interesting. Even in just the past 10 or 15 years, we’ve seen periods of extreme growth followed by severe economic downturn. And in the midst of that turmoil, organizations always have struggled with the same key questions:

• Where do I find talent?
• How do I grow talent?
• How do I hang on to my best people?

But I would say that the way we answer those questions has changed. Technology has caught up with our desire to have greater transparency, and it has allowed us to reach employees wherever they are through mobile and social tools. The questions remain, but our arsenal to go after them continues to evolve.

How do you see social media playing a factor in the HR industry? Do you think the importance of social media is positive or negative?

I think that in the end, it is a positive. But a lot of organizations still struggle to “control” social media. They’re missing the point. You can’t control social media, so you simply have to live the way you want to be perceived. Social media can be an amazing window into your organization’s culture, your brand, your mission, and your goals. It can be a powerful tool to help connect you to potential employees, as well as retain and engage your existing employees.

But you can’t fake it. If you want to be perceived as a great employer and corporate citizen, or a great consumer brand on social media, you have to be one. The level of transparency brought by social media leaves organizations with no place to hide—which will be the best thing for employees and employers.

Do you see social media alleviating or creating more problems in the workplace?

At first, social media might be seen to be causing more problems—but a lot of that is growing pains. It’s something new, and organizations have struggled to understand what it really means. But it’s not going to go away, and social media and whatever comes next will be a part of our lives. And at the end of the day, these tools are about communication. Open and honest communication within organizations will, in the end, alleviate more issues than it causes.

You’re a Boston University alumna with a degree in theater. What made you transition to the HR industry?

My job and field of study within theater was as a stage manager, and what a stage manager really does on a day-to-day basis is make sure everyone knows what they need to know, shows up where they are supposed to, and delivers for the audience. The stage manager also keeps extensive records for all the various stakeholders, such as producers, backers, and even the various unions that represent stagehands, actors, and musicians. So, in a lot of ways, it’s an excellent training ground for HR. And it was excellent training for the project-based nature of my consulting work.

I noticed you did some work with Harley-Davidson. How was that experience? Did Harley-Davidson set you up with a motorcycle—or at least a ride on one—in exchange for your services?

I’m afraid not. But I will say that touring its corporate headquarters and one of its factories is one of the more interesting client experiences I’ve had. It was pretty awesome to see the amazing collection of machines in the motorcycle section of the corporate headquarters parking lot on a sunny spring day.

What are some of your favorite Twitter accounts to follow? Do you have any bloggers you’d recommend to our readers?

I follow all the folks over at Fistful of Talent pretty closely: the FOT blog, the Twitter accounts of most of their contributors, and the personal blogs of folks such as Kris Dunn, Tim Sackett, Jessica Lee, and Andy Porter. I also closely follow Naomi Bloom for her insights on HR technology, and I like to keep up with Laurie Ruettimann for her irreverent commentary on topical issues and the latest updates on her cats.

What are the most important points organizations should understand when looking to recruit and retain talent?

I think the biggest one is to pay attention. If you’re trying to recruit people with certain skills or attributes, look at where the people you know have those skills and attributes spend their time outside work. Pay attention to how they interact, and model your hiring communications around things they already respond to. For retention, paying attention is even more important. A manager’s job should be to know what’s going on with the team. People convey their unhappiness long before they turn in their resignations. Getting tuned into the signals of disengagement is critical, both in terms of data, such as a drop-off in productivity or a slowing down in their contributions to internal and external social networking, as well as in terms of interpersonal cues.

The other important point is transparency. Whether someone works for you now or might work for you in the future, painting a clear picture of what it means to work with your organization and what the opportunities are for them as individuals is key to the decision to join or stay with the company.

Do you see a difference in what members of Generation X and Generation Y seek in job fulfillment compared with what those in previous generations consider to be important?

One of the biggest things I’m seeing about Gen Y is the need for advancement. I think to keep these employees happy, organizations are going to have to find ways to offer them mobility and new challenges. It’s not about everybody rocketing up the ladder to a vice presidency by the time they’re 28, but it is about helping younger employees see the types of career paths and opportunities they may have. I think we’re also going to see a more networked approach to work. People might come and go from jobs, but they will build relationships that cause them to continue to seek out work with certain groups of people or individuals. It is more of a loyalty to a team than to a particular corporate brand. People want work that interests them and to do it in an environment and with colleagues that they enjoy, and they are placing a premium on that versus a promise of a 30-year career with one employer.

We are also seeing that no matter the generation, there is a high demand for personalization. The continued consumerization of technology has made people come to expect on-demand access to all the information they need. If I can go to my bank’s website and see the entire history of my relationship with that bank, I want to be able to go to my HR system and see all my benefits transactions or schedule history. People have come to expect the ability to get the information they want, in the format they want, when and where they need it.

All of us at the Employer Solutions Blog thank Mollie for allowing us to interview her and we look forward to providing more thoughts from her next week!

In the meantime, you can follow Mollie on Twitter, @mollielombardi, connect with her on LinkedIn, and read more about her work with the Aberdeen Group.