Business demand creates double whammy on recruitment pressure

Skills-related issues have hit a quarter of SAP users, in some cases putting projects on hold, according to a survey of companies in the Americas.

Research released by the Americas’ SAP Users’ Group (ASUG) shows that 26 per cent of organisations see skills in supporting, developing, and upgrading SAP systems as their number one challenge in working with the technology.

A quarter of users loyal to the German vendor said skills problems were holding up projects.

Geoff Scott, ASUG CEO, told a webinar last week that the combination of skills shortages in businesses and their technology teams created a vicious cycle of driving the demand for new tools and technologies.

“Business functions come and say, ‘Hey, I need to have all these things done.’ And technology teams say, ‘Well, I don’t have the same skills I used to have.’ And I think it creates a major disruption inside many of our member companies,” he said.

Skills were also a major issue for SAP users looking either to migrate to or support S/4HANA, the latest version of the tech giant’s ERP software based on an in-memory database.

“We are going to feel the pinch of that skill gap. My word of caution is that as you think about moving to S/4 if you have not already, the ability for you to plan that migration may hit some turbulence related to skill gaps with your external partners. That’s something that you absolutely positively should consider,” he said.

While technology issues were the greatest concern in the research overall, broken down, only integration problems were more cited than staff turnover and maintaining knowledgeable staff.

Of those with integration problems, 28 per cent said they were causing data errors to spread, 17 per cent said they were affecting the compatibility between SAP and other applications, and 17 per cent said it meant they were unable to keep up with new technologies.

One respondent said: “Changes made in SAP and Salesforce that do not get reflected in the other system are causing data inconsistencies.”

Overall, the majority of SAP users were increasing their spending on the technology. Fifty-two per cent said they were increasing spending, up from 46 per cent last year.

However, the proportion of users saying they were cutting spending on SAP also rose from 5 per cent last year to 8 per cent in 2022. The number of organisations making the same level of investment fell, according to the ASUG research.

Imagine stepping into a new video game where you know nothing of the rules or the genre, much less have a strategy. You are paired with a random team of assorted players and you are responsible for their survival. As you press start, you feel tremors beneath your feet in the real world.

 It’s an earthquake!

 And your survival in the real world is dependent on you somehow learning the game well enough to survive in it within the next thirty minutes.

The story of Martha Delehanty joining Commvault

Martha Delehanty’s story of joining Commvault in the week just before the company went into global remote is much more dramatic. This is a story of grit, perseverance, and keeping not just your wits, but also your empathy around because the numerous people depending on you at work and at home really need it. This is the story of Martha’s amazing start with Commvault as Chief People Officer, and the journey the twain have been on throughout the rocky ride that’s been the year 2020.

Why people?

This is one of the first questions I posed to Martha and her answer was atypical. She found her passion in working with people and large organisations through her experience of restructuring at a psychiatric institute where she was interning as an art therapist. She never got to like art therapy but found her calling in the disruption and sweeping organisational changes going on around her as the institute shifted from being federal to state-run. That experience provoked her interest in harnessing the capacity of people into making money and she went on to pursue an MBA to learn P&L for business transactions.  

Martha spent nearly three decades working at Verizon and joined Commvault at what should have been an auspicious moment – the company had just successfully acquired Hedvig, had a very successful launch of SaaS-based data protection and data backup product called Metallic and were set to go full-swing into 2020. And then came the pandemic.

Perfect organisation, perfect role, great acquisition, fantastic launch of a startup into a legacy company – and the pandemic 

What should have been a dream start to a new inning in her career turned into a quagmire of uncertainty as Commvault went into global remote within a few days of Martha coming on-board. Imagine being responsible for taking care of people and continuity of a business (that went remote overnight) in a global organisation without really having access to the ecosystem of people and relationships you would have available to you in any job. You probably don’t even know your executive team yet.

Martha was forced to make big, bold decisions quite literally in the dark as the pandemic situation unfolded with its own Pandora’s Box of uncertainties – knowing full well that her decisions might have second or third orders of impact that she simply could not gauge at this point.

Martha’s experience, put quite simply, was probably once-in-a-generation.

Martha herself takes a different approach. She reiterates that in a crisis situation, a lot of bureaucracy simply goes out of the window and decisions and people come together much faster than normal as they band together to survive. This included making tough calls such as voluntary reduction and global salary reduction while ensuring transparency in communicating with employees and supporting them in every manner possible.

Working with the wrinkles and remembering to smile

Once the remote paradigm of work settled in, it was time to deal with the fallouts. As Martha puts it, there was no longer the scope to put away the noisy dog or hide the misbehaving child on your lap during work in the new normal. People were dealing with anxiety, exhaustion, and burnout, trying to get adjusted to the new regime of work where the ‘off switch’ had all but disappeared. 

In Martha’s case, it wasn’t just about finding the balance between the professional and personal (home-schooling and taking care of three children plus other responsibilities) that all of us struggled with, but also helping her team and the larger ecosystem of partners, integrators, resellers and customers find that balance and ray of sanity. 

Shaping the future by not holding tight to the past

Martha is introspective and insightful when it comes to defining the future. She believes in helping people thrive during and going forward from the crisis rather than holding tight and praying for the storm to pass. After all, the past ‘normal’ we can’t help but hanker for at times – had its fair share of problems too. The pandemic has forced us not only into changes in jobs and relationships, but also into setting different priorities altogether. As Martha puts it quite profoundly, “A good day looks different now.” 

Commvault has tried walking the path by enabling people to collaborate better not just at work, but in sharing home and social responsibilities, better channels of communication and resources through podcasts, having non-scripted courageous conversations around difficult topics (generally cast aside in professional environments as ‘too personal’), engaging communities in dialogue and participation, partnering more with mid-tier companies and the UN, coding challenges for young students, and something as seemingly basic as ‘story-time’ for kids of employees or keeping empty office canteens open for frontline workers and first responders at a local hospital and residents of a domestic violence shelter. In the process, hopefully, they are becoming more comfortable with being vulnerable and better partners to each other throughout the crisis. 

Changing for the better and building value and relevance

Martha says we could all do with being a bit ‘less comfortable in our glass houses’ and accepting the reality we live in rather than living in a veneer of Instagram-like unreality. She is quick to recognise that even in the pre-Corona times, we were at a breaking point with an epidemic of stress, suicides, domestic violence, exhaustion, depletion and more.

She believes people officers right now have ‘once-in-a-lifetime’ opportunity window of influencing organisational processes for the better and creating an environment where people create value by thriving, not just surviving. Simple steps like assuming positive intention, partner mentality and community-enriching mindsets can go a long way for businesses to stay relevant and create sustainable value in a world that’s (hopefully!) long since passed the grasp of the pandemic. 

Related Reading:

• Be sure to tune into my full podcast conversation with Martha Delehanty
• For more information on Commvault solutions visit: http://bit.ly/commvaulthomepage
• For more information on Metallic visit: http://bit.ly/metallic-io

I caught up with Penny Gralewski, Penny Gralewski, head of Solutions Marketing at Commvault in Denver Colorado, to talk about the Commvault GO 2019 event, the Commvault “Cloud Survey” and in particular the 2019 edition of it, the key highlights and insights they have gleaned from the data and folk participating, the journey thus far after having run it for 3x years so far, what the initial rational was for it, what types of data they have been getting thus far, how they are leveraging the data they have compiled to date and it’s use in-house and with partners / integrators / customers et al, where to form here regarding the Cloud Survey, and of course her takeaways from Commvault GO 2019, and much more. For more info visit http://j.mp/commvaultgo2019