Keys to Attracting & Keeping Top SAP Talent

Recently, the SAP Learning on Demand team issued an “SAP Career Preparation eBook.” Written as a guide to the SAP world for those who are embarking on their careers, it’s a nice resource for those who might be new to the field of SAP and new to actively plotting their career. Those who are already active in the SAP field will find the guide pretty basic, but reading it did get me thinking: what is the role of the SAP employer in all this?

It’s pretty well understood that the SAP job market is a function of supply and demand. With the supply of SAP openings reduced greatly by the economic downturn, employers can take for granted that the SAP skills they need are not as hard to find (and not as expensive to obtain). But there’s a catch: as PAC documents in its reports, in certain regions (and hot areas of SAP), there’s always going to be a demand that outstrips the available talent supply. And even in established areas of SAP, there’s a huge distinction between the value of what we might call “top performers,” and those who are merely average. That’s when things get competitive, and those employers who understand “talent management” tend to come out on top.

In my work with the SAP Mentor initiative, I have the privilege of spending time with many of these so-called top SAP performers and collaborating with them on projects. I get an up close look at what makes them tick, and it’s not about getting paid. For these folks, getting paid is a natural byproduct of the work they are immersed in. It’s always an eye-opener to be reminded that even within a particular skill area, such as SAP systems administration, there’s a big leap between someone who is going through the motions and someone who is always tinkering and testing and innovating, solving complex customer problems as they go.

Most firms in the SAP world are eager to hire such top performers when they can find them, but of course, you’re not going to find these folks by posting jobs. They fit into that elusive demographic known as the “passive job seeker.” They may not be looking for work at all, but most of them will listen to forward-thinking opportunities when the time is right. You’re not going to nab folks like this just by paying them top dollar (though paying them well is not a bad idea). Typically, these “top performers” are driven by other factors, such as exposure to the latest SAP platforms and tools. They are energized by community projects, mixing it up with others who want to make a lasting contribution to their field and not just configure tables and install servers.

So what are the keys to attracting and retaining top SAP talent? I could write a book about that topic, and maybe I will at some point. But you don’t have time for a book today. How about some hard-hitting points that many employers don’t seem to get? We’ll call this list: “Attracting Top SAP Talent: A Winning Culture Wins Employees.” I’ll start with some self-defeating “don’ts”.

Don’t make trade show attendance a huge hassle. It never ceases to surprise me: many exceptional SAP employees have to jump through ridiculous hoops only to be denied the green light to attend trade shows – in some cases when they are scheduled to speak! Social networks are key to how the real SAP pros keep their skills sharp. The lessons they bring back from other customers (and service firms) are worth far more than the attendance costs incurred. There are always tradeoffs that must be balanced with conference attendance, but you can set yourself apart if you become a company that prides itself on trade show visibility. I think it's fair game to challenge employees to present a good business case for their attendance. But if they can do that, then drive them to the airport.

Don’t prohibit blogging. A well-executed blog reflects well on the company and the individual. By all means, provide blogging guidelines and have clear expectations on who the employee is blogging on behalf of. Spell out how much, if any, company time they can use for their blog. Those companies that encourage blogging within a well-understood framework come off as much more appealing to work for. The interactive nature of blogs also creates a higher level of customer intimacy and expands the know-how of the blogger. Even those who don’t blog are drawn to companies that have an openness about this kind of external communication. For those who are looking for a good set of social media participation guidelines for their employees, SAP did a very good job on theirs.

Don’t block Twitter at work. Twitter has become a lifeline for many top notch SAP pros these days. They use it not just for online companionship, but to quickly gut check technical pros and cons. Those companies that block SAP employees from Tweeting have a big SAP network disadvantage. Besides, a firewall cannot prevent a determined Tweeter from getting online. When there’s a Tweet, there’s a way. Sometimes, clear expectations are needed around such tools. Example: “during designated project deadlines, we will request that employees do not Tweet during business hours.” Employees respond well to sensible guidelines. Banning them from communication outlets makes them wish for employers that don’t bring the hammer without understanding the value of the platform. I know some SAP Tweeters who work for pretty conservative companies. There are ways to figure this out.

Don’t skimp on learning opportunities. Even companies that value top talent can fall into the routine of handing out checks. Money is nice, but investing in career progression is even nicer. Give them online classes, give them a travel and learning stipend. And yes, it can come with strings attached, such as: “We want you to put up a presentation on Slideshare at the end of the course and share it with the rest of the team.” You can even ask employees to create their own skills progression chart and synchronize it with your own consulting skill levels. Training can then be framed as a way to further your firm’s needs as well.

I’ve cited some mistakes that deter top SAP talent. So what are a couple things you can do to draw them in?

Create full sandbox environments running NetWeaver 7.x and ERP 6.0. It’s hard for even the best SAP talent to progress when they only have access to a production system. Virtual servers provide a nifty way for companies to give their employees access to sandbox environments without compromising the security and stability needed for production systems. One thing almost all the best SAP folks have in common: they love to “geek out” with SAP on their own time. They build iPhone apps and widgets, experiment with process models and simulations. They mashup SAP data with third party apps. They might even build you a whole new UI! Unleash that creativity - give them tools exposure. It’s a good bet that this exposure will help you the next time you upgrade, or need to impress your clients with forward-thinking ideas.

Make clear distinctions about intellectual property on side projects. Some employers outlaw all side projects; they don’t want employees involved in building potential assets not owned by the company. But smart SAP employers have figured out that clear guidelines solve these problems. The real resentment comes along when companies take over projects where ownership was never spelled out. You’d be surprised how many times employees will collaborate on side projects knowing that they won’t ultimately own the project. Especially if the project serves a greater good and builds their skills. Make the rules clear and let them decide.

Tie in SAP to larger social causes. From what I’ve seen, top SAP performers seem to have a high degree of involvement in humanitarian causes and issues. They like it when their SAP work aligns itself with broader goals, sustainability being an obvious example. Tying their work into internal sustainability goals or making financial contributions to social causes based on their participation are winning moves. SAP itself has smartly figured this out, with SCN points being awarded on its SAP Community Network that goes to a worthy cause each year – this year being PlaNet Finance.

It might seem like these suggestions carry a touch of naivete because many companies are still cash strapped. I think that’s a cop out. Investing in top performers does cost money, just like investing in top-of-the line equipment or any other differentiating asset. But I believe most of the changes required to attract and retain top performers are cultural, not financial.

On the financial side, there are always solutions. Example: a company can’t afford to support any blogging on company time, but what prevents them from allowing employees to blog on weekends if they so choose? Another: there’s a budget freeze on all trade show attendance. But what about all the virtual shows coming up, such as ASUG’s virtual sessions in September and SAP’s pre-TechEd virtual community day, with sessions spanning over the course of a month? One more: It would not be expensive to post a blog detailing the SAP career progression paths at a company, or put it in a PDF like SAP LOD did.

It may not be fashionable to talk about “talent wars” while the economy still tries to make its u-turn. At the same time, there is certainly more high end tallent available on the market as a result. The best talent is always an asset, and strong SAP services suppliers tend to maintain their people investments more than tier 2 players during downturns. But with the right company culture, you’ll draw them in without having to sell it.