Lisa Rowan serves as IDC’s Research Vice President, HR and Talent Management Services research. In this role, Ms. Rowan provides expert analysis focused on both the business services and software used to address HR and talent-related processes. Her research encompasses human capital applications, human resource consulting, HR processing services and HR Business Process Outsourcing(BPO)services.
For the ten years prior to joining IDC, Ms. Rowan held business development, product management and marketing positions in the human resource software and services markets. Ms. Rowan held director positions in both business development and marketing within Genesys - a provider of human capital management software and services based in Methuen, Mass. Prior to Genesys, she held positions in both technical marketing and IT at Digital Equipment Corporation. As a result, she has gained a depth of experience with both core human resource and talent-related services, and understands firsthand the unique challenges her vendor clients face.
Ms. Rowan is an active member of a number of HR organizations and served on the board of directors for the New England Chapter of IHRIM (International HR Information Management society.) Lisa's influence and industry impact is widely recognized having received IHRIM's Summit Award for 2008, the association's highest honor, was named to HRO Today Magazine's list of 2008, 2009, and 2010 HRO Superstars, was named to HR Examiner's Top 100 Influencers, and was most recently named one of the Top 10 Most Powerful HR Technology Experts by HR Technology Magazine. She is frequently invited to present her industry knowledge and views at industry events and to the press.
Ms. Rowan holds a Masters in Business with a specialization in marketing and product management from the University of Southern New Hampshire. She received a Bachelor’s Degree in Fine Arts from the University of Massachusetts in Amherst.
Content Featuring Lisa Rowan
Discover the difference in viewpoints between HR/recruiting and line-of-business managers regarding ownership of the hiring cycle and highlight where improvements can be made.
At some point we’re going to shut up about social because it’s simply going to be the way employees get work done and engage with their employers. We’ve already seen how social has impacted HCM, allowing employees to share information with each other, give peer feedback, and increase hiring through referrals.