Stephan Amling

Stephan Amling

About Stephan Amling

Stephan Amling is a Senior Vice President at SAP SuccessFactors, based out of Singapore. Prior to that, Stephan was Chief Operating Officer (COO) for SAP’s Human Resources function and the lead of SAP’s global HR Business Transformation Program. He is bringing 30 years of management consulting together with his expertise and innovative thinking in HR as well his deep practical experience in cloud-based HR technologies. On that basis, Stephan is passionate about helping organizations to develop an ambitious people vision while actively supporting them in executing their digital transformation journeys and delivering on their initial objectives, through the use of state-of-the-art technologies.

To Pay For Performance Without Performance Ratings, In For A Penny, In For A Pound

11-Jan-2018 | Stephan Amling

In recent times, many companies euphorically and rather media-effectively jumped on the bandwagon of abolishing performance ratings. Most, however, were still trying to hang onto their legacy pay-for-

Boost Employee Engagement With Artificial Intelligence And Machine Learning

10-Oct-2017 | Stephan Amling

Employee engagement is a dynamic and fluid metric. It has a direct bearing on productivity and business goals. Which is why, it is on every business agenda today. In truth, annual surveys do not match

The Myth Of Right-Skewed Performance Rating Curves

6-Feb-2017 | Stephan Amling

Perhaps you have heard the following concept in a conversation about performance management, ratings, and the subsequent compensation decisions: “When compared externally, we’re a superior com

On Average, Not Everyone Can Be Better Than Average

30-Jan-2017 | Stephan Amling

Often, when bonuses or long-term incentives are distributed, complaints about “budget bottlenecks” can be observed. In reality, these complaints are just a symptom. The actual problem, the root ca

talent development, HR, performance management

Performance Management In The Post-Rating Era – Quo Vadis?

23-Jan-2017 | Stephan Amling

Many early-adopter organizations who jumped aboard the train to abolish employees’ performance ratings are finding themselves on a challenging journey that is characterized by two key questions: