A large entertainment, media & communications company found that its five semi-autonomous divisions each had its own vastly different talent management needs and processes, and that was a problem when it came to identifying and retaining top talent across all the operating units. Although the enterprise technically owned the core HR solution for four of the divisions, the support model was handled at the division level and did not use a Shared Services model, leading to inefficiencies and redundant efforts. The company wanted to develop standardized processes, procedures, and technologies across the divisions to create a cross-divisional view of talent focusing on operational excellence and employee engagement.

1. Where will your company find top
talent? Look to the cloud
Oracle HCM Cloud helped a large entertainment, media &
communications company improve its talent acquisition,
development and retention…and save $22 million in the process.
Executive summary
Client challenge:
To reimagine its talent
management systems in order
to improve its talent
acquisition, development and
retention results:
● Five divisions operated
autonomously, sharing few HR
resources and little talent
information
● There was no enterprise-wide view
of the talent pool
 The company was unable to
identify its top talent and prepare
high achievers to lead the company
into the future
PwC’s solution:
Create a new cloud-based HCM
system that enables critical talent
insights across the enterprise by:
● Holding visioning workshops with
key stakeholders to craft the ideal
future state and get their buy-in
● Helping to develop, design,
configure, test, and implement an
Oracle HCM Cloud solution for each
process within the talent lifecycle
 Creating a new organizational
design, including a new shared
talent acquisition capability, a
governance model, and a process
for communications and training
Impact on client’s business:
 The new Shared Services service
delivery model should yield a
savings of $22 million over five
years in the talent recruiting and
on-boarding space alone.
 The client now has a repeatable
process that it can use to manage
the growth and maturity of its
talent management function.
 Several other functional
organizations are now interested in
exploring similar enterprise-wide
transformations.
Entertainment, Media & Communications
October 2015
 Transforming human capital
 Accelerating digital & technology impact

2. 2 Consulting October 2015
Client’s challenge: To
reimagine its HCM
systems to improve its
talent acquisition and
retention results
Any large enterprise that consists of
independently operating divisions can
run into roadblocks when it attempts
to standardize operations across the
entire business. That was the case at a
leading EMC company whose five
divisions worked well but didn’t share
many processes, procedures, and
technologies. That was a problem
when it came to identifying and
retaining top talent across all the
operating units.
To address this issue, HR leaders
knew they needed to integrate HR
functions from across the divisions to
create standardized systems and
processes that would enable cross-
divisional HR support, but their
legacy organizational culture was
resistant to enterprise-wide
initiatives, and earlier attempts to
drive change with technology tools
had faltered.
As a result, executive management
lacked visibility into the company's
talent pool. There was no way to
evaluate talent consistently across the
entire enterprise in order to identify
the best talent or to encourage
mobility across divisions.
Employees lacked ownership over
their own careers, and from a
succession-planning standpoint, the
company was unable to identify its top
talent and prepare high achievers to
lead the company into the future.
PwC’s solution: Create a
new cloud-based HCM
system and centralize HR
functions
PwC had a strong and longstanding
relationship with the company
and knew of our deep experience with
HR management, our ability to apply
leading practices to departmental
operations, and our knowledge of
Oracle and cloud implementations.
As we began to formulate strategy, we
engaged with C-level leaders including
top HR officers and divisional CFOs,
first discussing just one division until
they realized that it was crucial to
extend our work across all five.
The first step was to conduct Catalyst
sessions, intensive two- to three-day
workshops during which we
interviewed key stakeholders and
collaborated on the vision for talent
management and talent mobility,
focusing on the people, processes and
technology that would have to be
in place.
Our management consulting and
technology consulting advisors were
joined by our People & Organization,
Oracle, and security advisors as work
continued, and our Saratoga group
was available to provide key
benchmarks and metrics to provide
industry context.
PwC and the client agreed that the
company needed ways to predict,
react, and respond to shifts in
business strategy; engage the
workforce through clearly
communicated objectives and
performance management tools; and
differentiate the company from its
competitors via its talent.
The team recommended a solution
leveraging Oracle's Fusion and Taleo
products to create an integrated
approach to talent management.
As development began, we blended
our business process design and
technology experience and broke
down the priorities into five phases:
recruiting and on-boarding, goals and
performance management, talent
review and succession, talent profiles,
and learning.
During the first phase, we helped the
client understand the value of creating
an enterprise-wide Shared Services
organization for recruiting and on-
boarding. We developed a robust
business case to show the value of this
new structure and service.
During business process design, our
Technology practice consultants
worked to make sure the business
processes designed would be
seamlessly integrated into the new
cloud technologies.
Working with key stakeholders from
each division, we helped to design,
configure, test, and implement the
cloud solution for each process within
the talent lifecycle using an iterative
approach centered on conference
room pilots to capture key design and
configuration decisions and provide
periodic demonstrations of the
solution.

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It was also critical to create a new
organizational design, a governance
model, service level agreements
(where applicable), a technical
support model, and a transition plan
to make sure these organizational
underpinnings were in place when the
technology went live.
Equally important was change
management, communications, and
training. PwC provided advice and
guidance to help create a program that
would encourage employee buy-in and
cooperation across divisions.
By creating the opportunity for
collaborative visioning with the most
critical stakeholders and showing
them industry leading practices we
were able to help them get past
decision paralysis and stretch their
thinking toward new processes and
technologies. They appreciated our
business-first approach,
understanding its unique needs
thoroughly before attempting to apply
technologies to meet its challenges
and complete an impactful human
capital transformation.
Impact on client’s
business: Tens of millions
in savings and a
repeatable process
The client clearly benefited from the
integrated and collaborative design
process. Moving to a single cloud
solution across the enterprise and
replacing its distributed support
model with a Shared Services
approach using a chargeback model
for each division should yield a
savings of $22 million over five years
in the talent acquisition and on-
boarding services alone. More savings
will come soon as additional HR
activities go live in the new system.
Even Oracle was impressed with the
implementation, acknowledging
PwC’s work with its 2014 HCM Cloud
- Core HR Solution Award.
The client now has a repeatable
process that it can use to manage the
growth and maturity of its talent
management function over the next
several years, and it has already
noticed that the quality of its
candidates (both external and
internal) has increased significantly.
Even better, HR’s impressive cross-
divisional transformation is serving as
an example to other corporate
departments. Several functions have
expressed interest in the outcome and
are beginning to evaluate the
opportunity to undergo similar
transformations themselves.
For more information, please visit
www.pwc.com/us/consulting or contact
Kevin Pennington
Partner
(972) 832-0265
kevin.pennington@pwc.com
Russell Fields
Director
(404) 271-2445
russell.fields@pwc.com
HR’s impressive
cross-divisional
transformation is serving
as an example to other
corporate departments.
More than a dozen have
expressed interest in
the outcome.