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3Sixty Insights #HRTechChat: Multinational Luxury Fashion Brand Shares Details of its Success with Workday

Leaders from a major multinational luxury fashion brand joined us for this episode of the 3Sixty Insights #HRTechChat video podcast: Chief People Officer Abigail Wilmore and Vice President of Global People Operations Jay Barrett, both members of our Global Executive Advisory Council. This introduction is shorter than the usual. Our guests did a great job of describing their challenges and success in detail, and I encourage readers to view the episode. The fashion retailer has found immense value in Workday’s solutions as an indispensable tool to support and protect its employee experience over the course of the now nearly two-year-old pandemic. Abigail and Jay explained why this is so — and how it all came to be. Had they and their team kept the disparate, […]

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Case Study: Colt Technology Services Continues to Accrue Efficiencies in Global Payroll with Longtime CloudPay Deployment

What You Need to Know Perhaps nothing defines the first two decades of the 21st century so much as globalization. Well before the COVID-19 pandemic accelerated these trends, we were already seeing unprecedented growth in the number of companies operating worldwide and finding that job markets and workforces were no longer limited by geographical barriers. There are now hundreds of thousands of multinational companies in business, and each one needs a way to pay its employees, wherever they are in the world. In the old days, this meant retaining local service providers in every region where even a single employee was based—the only way to ensure compliance with, for example, regional tax and year-end processing requirements. Aside from the obvious administrative challenges that naturally occur […]

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Case Study: Core-Mark International Empowers Its People with Centralized HR Operations Powered by UKG

Organizations employing thousands in staff and spanning thousands of miles in geographic footprint face a dilemma in human capital management. There is no way, really, for a centralized HR function to enjoy absolute, full command and control of every people-related nuance and idiosyncrasy at play at such a company’s many locations, let alone oversee everything from afar, back at headquarters. This should never be the goal anyway. Hardworking staff closest to the action always are in the best position to understand the day-to-day. This report explores an example. A large, dispersed company, Core-Mark International has long operated competitively as a decentralized organization. Even so, Core-Mark wanted greater centralization of HCM—not to exercise unnecessary control over the company’s many locations in North America (which were doing […]

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