Apps Run The World Apps Purchases

Customer	Industry	Empl.	Revenue	Country	Vendor	Application	Category	When	VAR/SI	Insight Source
Big 5 Sporting Goods	Retail	7800	$1.2B	United States	Manhattan Associates	Manhattan Active Labor Management	Workforce Management	2016	n/a	In 2016 Big 5 Sporting Goods implemented Manhattan Active Labor Management, deploying a Workforce Management application to centralize labor standards and performance tracking across its retail operations. The deployment focused on configuring Manhattan LMS to host engineered labor standards rather than relying on historical productivity baselines for staffing decisions. The implementation configured and launched engineered labor standards through Manhattan LMS, embedding standardized time and work measurement definitions into the labor management engine. Manhattan Active Labor Management was used to shift direct labor tracking from absolute historical productivity into relative performance metrics, altering how labor demand and adherence are measured and reported. Governance changes accompanied the technical configuration, with direct labor tracking rules and performance reporting recalibrated to the new relative performance model. Operational owners in store operations and workforce management were required to adjust KPI definitions and reporting workflows to align with engineered labor standards, creating a consistent framework for scheduling, adherence, and labor cost monitoring within the Workforce Management environment.
Newmark	Construction and Real Estate	7800	$2.5B	United States	Oracle	Oracle Cloud HCM Workforce Management	Workforce Management	2015	n/a	In 2015, Newmark implemented Oracle Cloud HCM Workforce Management, replacing ADP Enterprise eTIME OEM Kronos Workforce Central. The deployment centralized workforce management responsibilities within HR operations, aligning timekeeping, scheduling, and payroll oversight under a single cloud based application. This implementation positioned Oracle Cloud HCM Workforce Management as the primary Workforce Management platform for Newmark's human resources and payroll processes. Configuration work emphasized time and attendance capture, scheduling and absence management modules, together with workforce planning and talent management capabilities accessible through Oracle Cloud HCM Workforce Management. The implementation included rules and workflows to produce payroll ready time data, approval chains for timesheets, and role based access controls for workforce planning and talent functions. Automated processes were applied to improve data integrity and to standardize core HR process flows such as onboarding, offboarding, and performance management. Integrations focused on consolidating payroll processing into Oracle cloud payroll and providing structured data feeds to finance for payroll reconciliation and expense analysis. The system supported oversight of the payroll team and assessment of offshore HR utilization and reporting lines, and it served as the system of record for workforce data shared with international HR teams. Oracle Cloud HCM Workforce Management was used to synchronize workforce data across HR and finance touchpoints, enabling consistent execution of global HR business processes. Governance and rollout centered on establishing clear HR metrics and smart objectives, data governance standards, and a formal change management program to align processes and policies across regions. The Strategic HR Operations and Change Management Director role was accountable for continuous assessment of data quality, implementation of change communications, redesign of HR workflows, and collaboration with finance and international HR teams to operationalize standardized processes and reporting. Ongoing stewardship emphasized process consistency, controls over workforce data, and adherence to global HR operational standards.
	Healthcare	7800	$1.3B	United States	UKG	UKG Pro Workforce Management (Ex UKG Dimensions)	Workforce Management	2020	n/a
	Healthcare	7768	$2.1B	United States	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2005	n/a
	Manufacturing	7750	$8.9B	United States	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2017	n/a
	Transportation	7725	$1.6B	United States	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2009	n/a
	Government	7717	$2.2B	United States	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2004	n/a
	Healthcare	7704	$1.2B	United Kingdom	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2015	n/a
	Manufacturing	7700	$2.5B	United States	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2014	n/a
	Automotive	7660	$1.3B	United States	Dayforce	Ceridian Dayforce Workforce Management	Workforce Management	2019	n/a

Logo

Customer

Industry

Empl.

Revenue

Country

Vendor

Application

Category

When

VAR/SI

Insight

Insight Source

Big 5 Sporting Goods

Retail

7800

$1.2B

United States

Manhattan Associates

Manhattan Active Labor Management

Workforce Management

2016

n/a

In 2016 Big 5 Sporting Goods implemented Manhattan Active Labor Management, deploying a Workforce Management application to centralize labor standards and performance tracking across its retail operations. The deployment focused on configuring Manhattan LMS to host engineered labor standards rather than relying on historical productivity baselines for staffing decisions. The implementation configured and launched engineered labor standards through Manhattan LMS, embedding standardized time and work measurement definitions into the labor management engine. Manhattan Active Labor Management was used to shift direct labor tracking from absolute historical productivity into relative performance metrics, altering how labor demand and adherence are measured and reported. Governance changes accompanied the technical configuration, with direct labor tracking rules and performance reporting recalibrated to the new relative performance model. Operational owners in store operations and workforce management were required to adjust KPI definitions and reporting workflows to align with engineered labor standards, creating a consistent framework for scheduling, adherence, and labor cost monitoring within the Workforce Management environment.

Newmark

Construction and Real Estate

7800

$2.5B

United States

Oracle

Oracle Cloud HCM Workforce Management

Workforce Management

2015

n/a

In 2015, Newmark implemented Oracle Cloud HCM Workforce Management, replacing ADP Enterprise eTIME OEM Kronos Workforce Central. The deployment centralized workforce management responsibilities within HR operations, aligning timekeeping, scheduling, and payroll oversight under a single cloud based application. This implementation positioned Oracle Cloud HCM Workforce Management as the primary Workforce Management platform for Newmark's human resources and payroll processes. Configuration work emphasized time and attendance capture, scheduling and absence management modules, together with workforce planning and talent management capabilities accessible through Oracle Cloud HCM Workforce Management. The implementation included rules and workflows to produce payroll ready time data, approval chains for timesheets, and role based access controls for workforce planning and talent functions. Automated processes were applied to improve data integrity and to standardize core HR process flows such as onboarding, offboarding, and performance management. Integrations focused on consolidating payroll processing into Oracle cloud payroll and providing structured data feeds to finance for payroll reconciliation and expense analysis. The system supported oversight of the payroll team and assessment of offshore HR utilization and reporting lines, and it served as the system of record for workforce data shared with international HR teams. Oracle Cloud HCM Workforce Management was used to synchronize workforce data across HR and finance touchpoints, enabling consistent execution of global HR business processes. Governance and rollout centered on establishing clear HR metrics and smart objectives, data governance standards, and a formal change management program to align processes and policies across regions. The Strategic HR Operations and Change Management Director role was accountable for continuous assessment of data quality, implementation of change communications, redesign of HR workflows, and collaboration with finance and international HR teams to operationalize standardized processes and reporting. Ongoing stewardship emphasized process consistency, controls over workforce data, and adherence to global HR operational standards.