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Global assignment of employees in successfactors employee central.

Reading time: 17 mins

Learn how to configure the Global Assignment functionality in SuccessFactors Employee Central, focusing on how to maintain both home and host assignment records for any employee who is on a global assignment. Also learn how to automate the end of Global Assignment (versus having to do it manually) and how to set up manager permissions...

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Configuring the Goal Plan Global Settings

After completing this lesson, you will be able to:

• Configure the global settings, text replacement process and soft warnings in the goal plan template

Global Settings

All the elements and attributes of the XML from the beginning of the file through the <text-replacement> element are global settings and are used throughout the goal plan template.

Attributes of a Goal Plan Template

The attributes that determine some of the behaviors in the Goal Plan template are specified within the <obj-plan-template> tag. Some examples are the minimum and maximum number of goals that should exist in the Goal Plan, the visibility of the new goals created or the total weight from the sum of all the goal weights that should be allowed.

The code below is an example of the XML code including attributes for the Goal Plan template. If an attribute is not listed in the XML, it is not be available or enforced in the instance. For example, if the min-weight attribute is not specified, then a minimum weight is not defined for this particular goal plan.

Goal Plan Counts and Weights

Minimums and maximums can be set for weights and for counts, as follows:

The sum of all goal weights in the goal plan

The supported weight value for an individual goal

The number of goals on an entire goal plan

If a goal or plan is not meeting the conditions set, a soft warning will appear on the goal plan. This soft warning is not strictly enforced; there is nothing stopping the user from exceeding the configured limits, except for the individual goal weights, which are always enforced in the goal plan.

The hard stop for the sum of all goal weights and the total number of goals occurs when the goals are populated to the performance form. Until that point the goal plan is still considered a working plan, so these restrictions are not enforced and they are just informative.

Weights and counts cannot be set in Manage Templates , and must be configured in the XML.

When configuring counts and/or weights, keep the following in mind:

It is not required that both a minimum and a maximum are configured. For example, if no maximum is required, do not include that attribute in the XML.

Select the icons to learn more .

Minimum and maximum goal counts can be configured at the goal plan level. Configuring these attributes will display a minimum and maximum goal count, as well as a warning message when the number of goals falls outside of that range.

Goal Plan Counts

In order to display the goal plan counts, a minimum or a maximum plan count must be set. The attributes to control the count for the entire goal plan are found under the main <obj-plan-template> element:

If the customer wants the entire goal plan to have at least 5 goals, but no more than 10 goals, the XML code appears as in the figure Goal Plan Counts:

Minimum and maximum weights can be set for goals, or for the goal plan in total. Decimals are supported, as long as the weight field definition also supports decimals.

Goal Plan Weights

In order to display the goal plan weight, a minimum or maximum plan weight must be set. The attributes to control the weight for the entire goal plan are min-weight and max-weight and are found under the main <obj-plan-template> element.

If the customer wants a goal plan to have a minimum weight of 40% and a maximum weight of 100%, the XML code appears as in the figure Goal Plan Weights:

Item Weights

The attributes to control the weight for individual goals are found under the main <obj-plan-template> element:

• min-weight-per-obj
• max-weight-per-obj

If a customer wants each goal to have minimum weight of 5% and a maximum weight of 20%, the XML code appears as in the figure Item Weights:

Configure General and Global Settings in the Goal Plan

Business example.

In this exercise, you configure general settings in the instance and global settings in XML.

• Navigate to Provisioning → Import/Export Data Model.
• Select the Export file (Select 'Save' not 'Open') radio button.
• Choose Submit to download the Succession Data Model in your local folder.
• Select the Import File: and Choose File to locate the Succession Data Model you downloaded in the previous step.
• In the comment box, add Refresh SDM and choose Submit .

After these steps are completed, log in to the instance and navigate to Home → Goals and verify your new goal plan is available as an end user.

Learn how to configure general and global settings in the Goal Plan, from Manage Templates and XML .

Edit the following settings of your Goal Plan template from the instance: Set the Start/End dates.

Log into the instance and use the Action Search to navigate to Manage Templates → Goal Plan tab.

From the Manage Templates list, select the goal plan template that you set up in the previous exercise.

Choose General Settings .

Change the End Date to 12/31/20xx (this calendar year).

Change the Start Date to 01/01/20xx (this calendar year).

Choose Save .

Complete the following requirements of your Goal Plan template from the XML:

The goal plan should be able to use Team Goals.

The new goals created should have public visibility.

The total number of goals to create for the entire plan should be between 5 and 10

The sum of weights for the entire plan should be between 80% and 100%

Each goal should have a weight between 10% and 30%

In Provisioning, select your company’s Instance and choose Import/Update/Export Objective Plan Template .

Find your Goal Plan XML template and choose Export icon to export the latest version.

Ensure that, when exporting the XML template, you place it in the same folder as the DTD file objective-template_4_0.dtd to ensure proper validation.

Open the XML template with your XML Editor, and make the following edits in the <obj-plan-template> . Make changes as needed or verify the existing settings are correct:

The goal plan should be able to use Team Goals. allow-group-goal="true" .

The new goals created should have public visibility. new-obj-share-status-public="true" .

Set the maximum number of goals for the entire plan to 10. max-goals="10" .

Set the minimum number of goals for the entire plan to 5. min-goals="5" .

Set the maximum weight for the entire plan 100%. max-weight="100.0"

Set the minimum weight for the entire plan to 80%. min-weight="80.0" .

Set the maximum weight per each goal to 30%. max-weight-per-obj="30.0"

Set the minimum weight per each goal to 10%. min-weight-per-obj="10.0"

Validate the XML, and save-as a new version.

Navigate back to Provisioning, and select Import/Export/Update Objective Plan Update to import the new version of your Goal Plan XML template.

Login to the Instance and verify that the changes are now visible to end-users. You can navigate to Goals from the Home menu to access your Goal Plan, or alternatively, select Manage My Goals from the Quick Actions available in your Home Page.

Text Replacement

In some situations, an organization may want to change the label of a goal plan category or the instructional text. To use the text replacement feature for the goal plan template, you can use any of these elements:

Control of Text Replacement

Text replacement is controlled by the <text-replacement> element, which appears directly after the <obj-plan-numbering> end tag. The data string can include HTML tags. If the customer wants instructions to appear at the top of the goal plan, the XML code must appear as in figure Text Replacement Instructions with the appropriate language and links modified:

Unlike the other text replacement options, the instructions can be added from either Manage Templates or XML

HTML tags can be added to these instructions if desired. For example, if the customer wants a link to an outside web page added to the instructions, the code must appear as in figure Text Replacement Web Page with the appropriate language and links modified:

Change of Language

Text replacement can be used to change the language for instructions (or any of the other items listed on the previous slides) into different languages, for customers that have multiple language packs installed. An example of this feature is illustrated in figure Text Replacement Language:

Replace Text in the Instance

You have been requested to change text as it appears in the instance.

Learn how to use text-replacement in the Goal Plan .

Add an instructional text to your Goal Plan from the instance, using Instructions to your users , available from General Settings .

Log in to the instance and use the Action Search to navigate to Manage Templates → Goal Plan .

From the list in Manage Templates , select the goal plan template you have been working on the previous exercises.

In the Instructions to your users field, remove the existing instructions, and add instead the following instructional text that should appear on the Goal Plan:

While this field seems like an introduction to the goal plan, it actually generates a "text replacement" field in the XML file. This generated code can then be duplicated to create other types of text replacement.

Change text in the XML.

Login to Provisioning , and navigate to Import/Update/Export Objective Plan Template to export the latest version of your Goal Plan template.

Locate your template, and click the export icon.

We recommend that you save the DTD and XML files in the same folder.

Find the following code under <text-replacement for="Instructions"> that was generated from the instructional text created in step 1d:

Remove the following line <text lang="en_US"><![CDATA[ ]]></text>

Below the text replacement for Instructions (find the closing tag </text-replacement> ), add the following code to change "Category" to "Goal Classification".

Validate and save-as a new version.

Import the updated Goal Plan XML template.

Log into Provisioning , and navigate to Import/Update/Export Objective Plan Template

Update your existing Goal Plan template including your changes.

Remember: Importing a goal plan with the same ID will overwrite an existing goal plan. importing with a different ID will create a new goal plan.

Test your changes.

Log into your instance and, in the Home page, select the quick action Manage My Goals .

Expand the Introduction section to verify your changes on the instructions displayed for the end users.

Choose Create Goal , and select Create New . Verify as an end-user, the Category field has changed to Goal Classification .

Select Cancel and choose Discard on the confirmation dialog, to navigate back to your goal plan.

Log in to track your progress & complete quizzes

SAP SuccessFactors Employee Central Global Implementations: Three Keys for Seamless Employment Tracking

Human Capital Management Created on July 23, 2019 Last updated on December 7th, 2023 at 9:15 am by Rizing Staff

When your organization is looking to implement SAP SuccessFactors Employee Central in multiple countries, there are special considerations and important functionality on top of typical key implementation resources that need to be utilized to ensure seamless employment tracking no matter where they may be working.

Sometimes employees work in multiple countries and sometimes they hold multiple roles. A global Employee Central implementation must ensure that however that employee is being viewed in the system—by certain jobs or locations—the information can tell a story about the employee’s lifecycle with the organization.

There are three things that you can do to ensure that employee data is telling that story. We’ll start with functionalities within Employee Central that help with global scenarios before diving into data migration and employee IDs.

Related: 4 Tips from Sabre’s SAP SuccessFactors Implementation

Identify Cross-Company & Cross-Country Scenarios

With global Employee Central implementations, there are employee movement scenarios that occur which do not normally exist in non-global Employee Central implementations. Employees within organizations that have a global footprint have choices to work temporarily or permanently in other countries outside of their home country.

Within Employee Central, there are features that allow organizations to manage such employee movements:

• Global Assignment
• Rehire with New Employment
• Concurrent Employment

Global Assignment  is normally used when an employee moves on a temporary assignment in another country within their organization with the intention of moving back to their home country with a definitive return date.  Example: Employee located in Europe goes to work on a special project for 6 months at a location in New Zealand.

Rehire with New Employment  is used when an employee moves permanently to another Company or Country within their organization. Example: Employee located in Europe goes to work permanently at a location in New Zealand.

Concurrent Employment  is used when an employee occupies two or more jobs/positions within their organization within the same country. Example: Employee located in Canada working for a school board who is a bus driver and a custodian within a school.

Although these functionalities could be used for non-global organizations, we normally see these scenarios for global Employee Central implementations. Some organizations/countries have policies or legalities that require employees to receive a new employee number when moving legal entities even within the same country. Rehire with New Employment would also be used in these scenarios even for non-global organizations.

It is very important to vet these scenarios, especially during global implementations, so that the appropriate Employee Central functionalities are including as part of the project scope. These capabilities allow organizations to manage these scenarios while keeping a global linkage between multiple employments that exist for the same employee. Organizations should take advantage of these Global Assignment, Rehire with New Employment, and Concurrent Employment functionalities as they will provide a seamless historical view, reporting capability, and integration to downstream systems for global scenarios.

Identify Data Migration Impacts for Global Scenarios and Rollout

Although Global Assignment, Rehire with New Employment and Concurrent Employment functionalities are very useful in Employee Central, there are also some challenges that need to be considered when migrating employee populations to Employee Central.

Currently, there is a limitation in Employee Central where we cannot migrate multiple employments an employee may have using standard import templates unless they are global assignment or concurrent employment scenarios. This also gets a bit trickier when we are dealing with phased deployments by country where some countries already use SuccessFactors for talent processes.

With that being said, there are ways to ensure these linkages are kept by using a manual process and employee number assignment as part of the Rehire with New Employment functionality. It will be important for your data migration team to evaluate the impact that multiple employments will have on the data migration process and testing.

Identify your employee ID strategy

It is very important to identify your employee ID strategy to ensure alignment with the standard Employee Central best practices for ID assignment.

  Employee Central

• User ID  should reference an employee’s personnel number.
• Username  should reference an employee’s username that is used as part of their internal identity management solution which will identify them in SuccessFactors. It is also possible that some customers will log into SuccessFactors directly using this username.
• Person ID External should be a global ID that never changes for an employee and is used to link different employments an employee may have between countries or companies within their organization. These scenarios include global assignments, concurrent employment, and rehire with new employment. This ID is usually set to the first personnel number an employee is assigned when entering an organization.

Relation to SAP HCM or Employee Central Payroll  

• User ID  should reference an employee’s personnel number in SAP HCM or Employee Central Payroll.
• Username  should reference an employee’s username in SAP HCM or Employee Central Payroll which is linked to info type 0105—Subtype 0001.
• Person ID External  should be a global ID that never changes for an employee and is used to link different employments an employee may have between countries or companies within their organization. These scenarios include global assignments, concurrent employment and rehire with new employment. This ID is linked to info type 0709 as the person ID in SAP HCM or Employee Central Payroll which links all employments.

It is very important to map out your employee ID strategy to ensure it will work for Employee Central and integration to other SAP and non-SAP systems.  For some customers, this becomes more of a challenge if they use SuccessFactors for Talent processes prior to Implementing Employee Central and decisions that were already made for SuccessFactors User ID and Username do not align with best practice.  There are mechanisms in place to control this mapping between Employee Central and SAP HCM/Employee Central Payroll, but this will add further complexity for integration points to systems outside of this scope.

By keeping these three topics in mind, customers can ensure a more successful global Employee Central implementation. Ensuring employee data is seamless and linked across countries and across roles will make it easier for reporting and planning on an HR level.

Up Next: 4 Best Practices a Global SAP SuccessFactors Employee Central Implementation

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Global Assignment Best Practice

Anne morris.

• 3 October 2019

IN THIS SECTION

When planning and preparing for a global assignment, there are numerous factors that have the potential to contribute to its overall success, with benefits both for your business and for the assignee. The following guide looks at best practice for employers when deploying personnel overseas, from the employee experience to the flexibility of different types of global assignment.

The employee experience in global assignments

A good employer will recognise that at the heart of its business are its people. As such, ensuring a positive employee experience for overseas assignees can be crucial the success of a global assignment.

As an employer responsible for sending an employee overseas, you will have a legal duty of care, not to mention a moral responsibility and vested financial interest, to ensure the wellbeing of that individual. In particular, when planning a global assignment, caretaking the health and safety of the overseas assignee should be paramount.

Any assessment of travel risks must be tailored to the nature of the work to be undertaken, the attributes of the employee and any factors specific to the host destination. The importance of researching the country and region in which the assignee will be working, and keeping abreast of any imminent changes, cannot be underestimated here.

Even relatively safe destinations can quickly become high-risk regions due to health, safety, security, political or social reasons, not to mention the possibility of natural disasters, so it is important to stay fully informed of changing risks and to be able to relay such information to assignees working remotely.

It is also important to educate each overseas assignee in advance of their global assignment about the location in which they will be working, not least arranging security briefings and training on hostile environment awareness for those travelling to high-risk destinations, as well as educating all assignees on any legal and cultural differences, even for low-risk destinations.

Preparing assignees for cultural integration can often be key to ensuring not only the safety and security of these individuals, but also their overall wellbeing and happiness, on both a professional and personal basis. This could include, for example, the use of pre-deployment programs such as cross-cultural training and intensive language classes. Any training and classes could also be extended to family members accompanying the employee on their global assignment.

You may also want to consider putting in place a benefit and support program, both prior to departure and throughout the lifecycle of the assignment, from deployment through to repatriation.

As such, by creating a safe and supported working environment from the outset, this can significantly alleviate the risk of failure and help to avoid early repatriation, ensuring the global assignment is a success for everyone involved.

The use of technology in global assignments

When conducting business on an international scale, this can give rise to a number of challenges, not least in sourcing suitable data to make informed decisions, both in advance and during the lifecycle of a global assignment. Here, the use of technology can play a crucial role in guiding your global mobility policies and management decision-making.

In particular, where implemented effectively and used correctly, data and predictive analytics tools can prove to be invaluable in gaining insight into operational costs and overall return on investment, as well as employee placement and key performance indicators.

In particular, analytics tools can be used in the following ways:

• Cost analytics – to establish a cost model for your global assignment
• Workforce analytics – to connect the talent in your recruiting database to the skillset needed for your global assignments
• Assignee identification analytics – to focus on the cost drivers of sending the right assignees to the right location
• Employee retention analytics – to predict which overseas assignees are at risk of early repatriation or attrition and which candidates, and/or global assignments, are at a higher risk of failure
• Exposure analysis – to quantify the various levels of exposure to any penalties associated with non-compliance

In fact, with the benefit of these types of analytics tools, together with other forms of technology, global mobility is becoming far easier to achieve in the digital age, and to do so successfully.

It can significantly lessen many of the legal and administrative pressures when managing a mobile workforce, especially when it comes to tax and immigration compliance in a highly regulated environment. Furthermore, technology can also play an important role in enhancing the individual performance of overseas assignees.

When planning and preparing for a global assignment, although the focus will primarily be on selecting the right assignee for the particular assignment and location in question, including their individual qualifications and capabilities, by offering the employee the right tools to do their job to the best of their ability, technology can help to maximise the prospects of a successful outcome.

Indeed, by investing in technology, an employer can not only maximise the productivity of an overseas assignee, but also monitor their progress and even measure assignee experience.

Further, the use of technology through, for example, mobile devices and secured wireless networks, can be extremely effective in maintaining regular communication with overseas assignees, ensuring that they don’t feel disconnected from the company or work colleagues back home. This can be crucial in avoiding early repatriation and the potential failure of the global assignment overall.

Needless to say, however, it is vital that you keep abreast of technological advancements, from connectivity to up-to-date software, to ensure that your overseas assignees can carry out their work cost effectively and efficiently, and that the use of technology is aligned to your organisational objectives and overall mobility goals.

The importance of return investment in global assignments

For you as the employer, global assignments can equate to profitable expansion into both new and existing markets, significantly boosting the global revenue, as well as the reputation, of your business. Furthermore, by sending existing employees abroad, as opposed to recruiting overseas, this can help to streamline operations and expedite growth.

That said, cost control can play a key role in the commercial viability of a global assignment, not least when factoring in the potentially significant cost of both deployment and repatriation of the overseas assignee.

However, global assignment management is not only about number crunching. It is equally about the potential return on investment in various other ways. In fact, overseas assignments can be an excellent way of developing top talent within your organisation, by offering key individual employees a career pathway to more senior promotion.

In particular, the international experience can help train promising and ambitious individuals for leadership, managerial and executive roles, as well as giving them invaluable insight and new industry knowledge to help develop your business back in the UK.

Further, for the individual employee, on both a professional and personal basis, the benefits of working abroad can be significant, not least in terms of potential career progression, increased salary or compensation, as well as the possibility of an international travel experience for their whole family.

As such, given that the overall success of the global assignment will inevitably include the successful repatriation and retention of your top talent at the end of the assignment, you will need to consider what initiatives to implement to alleviate the risk of losing key employees.

In addition to the promise of career progression and a suitably senior role to come back to, useful initiatives could include the use of competitive relocation and repatriation packages, ensuring that your overseas assignees are happy to repatriate and return home. As previously indicated, this should also include the cost of suitable benefit and support initiatives to ensure the overall wellbeing and happiness of your employees.

Understandably, you may feel cautious about controlling the cost of a global assignment, but this must be balanced against the need to attract and retain talent to ensure the continuity and success of your business in the long-term.

Flexibility in global assignments

When determining the potential success of a global assignment, you will also need to consider the nature and duration of the task to be undertaken and the best way in which this can be achieved, from the use of frequent business travel and short-term assignments to long-term assignments and relocation. There is no one-size-fits-all approach.

Needless to say, each of these different types of global assignment has different benefits and risks, although business travel is likely to prove the most straightforward and cost effective choice in many cases. Here, individual employees can attend conferences and meetings, close a deal, sign new business and network. Indeed, networking can be one of the most lucrative ways to support business growth.

Senior executives and managers can also use extended business trips to undertake various different global assignments, including opening a new office or setting up a new division, without the costs associated with other types of global mobility, and without the same personal and practical challenges of relocating to another country.

In respect of short or long-term assignments, these can be a good way of gaining invaluable insight and industry knowledge to help progress your business back in the UK. The long-term global assignment, in particular, can also be extremely effective in establishing a foothold in strategic and emerging markets. This type of assignment can provide new sales opportunities, new customer bases and significantly increased revenue. It can even enhance your reputation and global influence as a corporate organisation.

However, where you are looking to fill skills gaps or to manage operations overseas, you may want to consider the possibility of permanent relocation, not least because this can often prove to be much more cost effective than the traditional long-term assignment with the associated costs of repatriation. That said, any relocation package will need to include sufficient incentive to attract a suitable candidate to move abroad on a permanent basis.

Key take-aways 

The management of global assignments can be one of the hardest areas for employers and HR experts to master, not least when trying to control costs whilst adapting to the shifting demands of the global business environment. As such, there is a very high failure rate for global assignments.

Further, the consequences of an unsuccessful global assignment can be far-reaching for your business, not only in terms of loss of revenue and wasted expenditure, but the potential loss of key personnel and top global talent from within your organisation.

It is, therefore, imperative that you understand and address the following key global assignment success factors:

• Make a full assessment of any travel risks, tailored to the individual assignee, the specific assignment and the host destination in question, keeping abreast of any changes that may impact on this.
• Educate each overseas assignee in advance of their global assignment about the locations in which they will be working, including but not limited to any safety and security issues, as well as any legal and cultural differences.
• Always ensure the overall wellbeing of your overseas assignees at all times, from deployment through to their return home, as such alleviating the risk of early repatriation. This could be through the provision of cross-cultural training, intensive language classes and/or an ongoing benefit and support program.
• Ensure that you adequately incentivise your overseas assignees so as to avoid losing key employees from within your workforce, for example, through attractive relocation and repatriation packages, as well as a suitably senior role to return home to.
• Utilise data and analytics tools to make informed management decisions in respect of global assignments, from cost control to non-compliance.
• Keep abreast of technological advances that may maximise the productivity of an overseas assignee, or otherwise enhance any profitable business growth.
• Consider the flexibility offered by different types of global assignment, from business trips to permanent relocation, not only with regard to the nature and duration of the task to be undertaken, but also with regard to the personal and professional needs of the prospective candidate who may be undertaking this assignment.

Needless to say, this list is not exhaustive, with a plethora of other factors that may come into play when planning and preparing for a global assignment.

Guidance for HR & employers

For advice and guidance on managing  global assignments,  or any aspect of global mobility programme strategy and implementation, contact us .

Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.

She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.

Anne is an active public speaker, immigration commentator , and immigration policy contributor and regularly hosts training sessions for employers and HR professionals

• Anne Morris https://www.davidsonmorris.com/author/anne/ Family Visa UK: Explore Ways to Apply
• Anne Morris https://www.davidsonmorris.com/author/anne/ Ukraine Refugee Aid in UK
• Anne Morris https://www.davidsonmorris.com/author/anne/ Understanding British Values
• Anne Morris https://www.davidsonmorris.com/author/anne/ Family Reunion and Immigration

About DavidsonMorris

As employer solutions lawyers, DavidsonMorris offers a complete and cost-effective capability to meet employers’ needs across UK immigration and employment law, HR and global mobility .

Led by Anne Morris, one of the UK’s preeminent immigration lawyers, and with rankings in The Legal 500 and Chambers & Partners , we’re a multi-disciplinary team helping organisations to meet their people objectives, while reducing legal risk and nurturing workforce relations.

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• Using Global Human Resources

Process to Link Source and Destination Assignments for Global Transfer

Use the Migrate Employment Data process to link the source and destination assignments during a global transfer. By linking the assignments, you can view the complete assignment history of the source and destination work relationships.

Here's what the process does:

Selects all active workers (employee, contingent worker, and nonworker) who don't have their termination dates populated in the work relationship and for whom the source assignment ID isn't populated.

Identifies the source and destination assignment IDs for the selected workers based on these items:

Action occurrence ID.

Comparison of the assignment start date of the destination assignment and assignment end date of the source assignment.

Once identified, the process stores the assignment ID of the primary assignment as the source assignment in the destination assignment.

The Migrate Employment Data process will populate the SOURCE_ASSIGNMENT_ID field in the PER_ALL_ASSIGNMENTS_M table only for global transfer.

During a global temporary assignment, the assignment ID isn't stored as the source assignment ID.

Points to Consider

You can run this process to only link your existing global transfer transactions. Change legal employer transactions initiated from the UI after release 20B will be linked by the application.

You can rerun the process, but the process will only select data where the source assignment ID isn't populated for a global transfer action.

When you run the process, it includes all active workers and processes their historical records including those from their earlier work relationship. For example, the process will also include the historical records of a currently active rehired worker.

Process Parameter

The Migrate Employment Data process uses the Link Global Transfer assignments parameter. This parameter links the source and destination assignments related to global transfer by updating the PER_ALL_ASSIGNMENTS_M table.

View History of Assignment Updates

After you have linked the source and destination assignments, you need to set the ORA_PER_EMPL_DISPLAY_GT_HISTORY profile option to view a continuous history of assignment updates across legal employer changes. For more information about this profile option, see the Employment Profile Options topic in the Related Topics section.

Related Topics

• What are scheduled processes?
• Submit Scheduled Processes and Process Sets
• Employment Profile Options

2550241 - Report on Global Assignment Fields

• Cannot report on field "Planned End Date" in Global Assignment in Adhoc Report
• Cannot report on Global Assignment Detail fields in Adhoc Report
• None of the custom-string fields are available to be selected from "Person and Employment (As of date)" and "Person and Employment Export" domains in Ad-Hoc report.

Image/data in this KBA is from SAP internal systems, sample data, or demo systems. Any resemblance to real data is purely coincidental. 

Environment

• SAP SuccessFactors Employee Central
• SAP SuccessFactors Workforce Analytics and Reporting

Reproducing the Issue

• Create a new Ad-Hoc/Table report;
• Select either the "Person and Employment Export" or "Person and Employment (As of date)" domain;
• Select Global Assignment Information for the reporting columns;
• Notice no Global Assignment Details or custom-string fields are selectable.

Global Assignment Information fields (including custom-string fields) are not reportable within the Ad-Hoc Reporting tool.

Please Use Online Report Designer, ORD, Advance Reporting or Canvas.

You must have ORD enabled on your system to report on EC related data, including Global Assignment Information.

Example: Run a Report on Global Assignment Information Detail in Advance Reporting

• Go to Report Centre then select Report canvas
• Give a name and create

• Click: Edit Query

• Select: Employment
• Select and Drag
• Users Sys Info and Global Assignment Detail

  2601474 - Users do not Have Access to the Canvas Report on Report Center - Online Report Designer

Advance Reporting, Adhoc Report, Global Assignment Detail, Custom-String, Custom Fields, Planned End Date, Canvas, ORD,  Advanced Reporting/Report Canvas , KBA , LOD-SF-EC-REP , Reporting Data (EC core only) , LOD-SF-ANA-ADV , Advanced Reporting (ODS) , LOD-SF-EC-ROD , Advanced Reporting (Employee Central ODS/ORD) , LOD-SF-EC-GA , Global Assignment , Problem

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