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Embracing Technology to Help Attract, Develop and Retain Talent, Mike Fadel


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Human Resources is already the heart of the organization today as a Talent producer, developing and supporting Talent on a regular basis. But now, leading HR Departments are transforming into a “Talent Business Operations” function that is able to support major transformations and growth in the company and be a Partner to the business. The traditional HR model is fading away, and companies are looking for ways to transform their HR teams, technologies and skills.
In this session you will learn and understand how Technology is aligned to business part of the HR transformation journey.
This presentation was used at HR Summit and Expo 2013

Published in: Business, Technology
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Embracing Technology to Help Attract, Develop and Retain Talent, Mike Fadel

  1. 1. Embracing Technology to Help Attract, Develop & Retain Talent Mike Fadel Principal Sales Consultant - HCM
  2. 2. HR Challenges Today Are Broad and Diverse Culture & Diversity Communications Sourcing & Retaining Talent Regulatory Compliance Economy Growth, Productivity & Profit GLOBALIZATION Workforce Mobility Organizational Structure HR Support Workforce Visibility
  3. 3. Tough Questions from the CEO • Where are there skill gaps in our organization? • How are we going to replace retirees in “n years”? • How can we more effectively leverage our existing talent? • What can we do to effectively boost employee morale? • How does our compensation compare with other industries? • What kind of recruitment programs lead to hiring the right employees? • How well are employee goals aligned with organizational objectives? • How do our talent initiatives impact the organization’s key performance indicators? • What kinds of employees will lead to better customer satisfaction or sales results? • Do we have a workforce plan to communicate financial consequences of talent decisions on our business? • Turnover? How much is it costing in customers? In productivity? In innovation? In quality?
  4. 4. Why Talent Matters: Value and Money Metric Value Measurement Value of Top Performers Two, three times even 12 times the performance of average employees (Ulrich and Smallwood) Cost of Losing Talent 1 ½ times burdened salary (Various sources) Cost of Poor Hire $300K average impact in knowledge-economy firm (Sullivan) Impact of “bad fit” executive hires 40% fail within the first 18 months (Charan) Cost per Day $7000 average per day for operating without a key player (Sullivan)
  5. 5. Engage and Develop the Workforce • Engage workers and reduce turnover by 10% Companies using Learning & Performance systems can reduce admin support by 30%, improve overall productivity, and cut a wide variety of costs • Reduce training facility, travel & instructor costs by 15-30% • Reduce related Print, Copy and Mailing fees by 33% A typical organization with -- CedarCrestone 10,000 employees And revenue of $2.0B per year, results in potential benefits of Avoid staff replacement costs $4.5M over a 5 year period Improved HR staff productivity $3.0M over a 5 year period Reduced training travel, facility, and instructor costs $7.0M over a 5 year period Reduced print/copy/mail fees $0.3M over a 5 year period Resulting in savings of $14.8M with Learning & Performance Source: CedarCrestone (available at
  6. 6. Quantitative Results Achieved from Workforce Technologies -- Worldwide Category Results Applications Headcount 4% average reduction Self service Service center 3 to 4 years 21 months 29 months HRMS Employee self service Manager self service Transaction time 32% average reduction Compensation management Recruiting solution Performance management Cycle time 62% average reduction Open enrollment Compensation management Performance management Time to hire 40% average reduction Recruiting solution 26% reduction Self service Service center ROI Service center inquiries Source: CedarCrestone 2007/2008 HR Systems Survey
  7. 7. Savings from Process Innovation & Automation Source: CedarCrestone ROI Studies
  8. 8. Cost Savings With Integrated Applications Point Solutions – Direct Costs PROFILES • Initial Cost of Data Integration & Application Product Interface • Maintaining Data Integration & Application Product Interface • Common Security Model • Additional HR Helpdesk & User Training • Internal HRIT Labor Costs Supporting Integration and Reporting • Initial Cost of Software License, and ongoing Vendor Maintenance and Support Costs
  9. 9. Talent Priorities Executives Place Importance Across the Gamut of Talent Source: IDC's Survey of HR Executives, March 2013
  10. 10. How Can Technology Help? Talent Acquisition Learning Management Performance & Goal Management Talent Review & Succession Mgmt Compensation Management • Internal mobility and stretch assignments • Find the best external candidates • Social sourcing • Create in-context development plans / Specialized curricula • Re-skill top people for new opportunities • • • • Talent Profile with skill and competency tracking Historical performance and potential ratings Assess performance and course correct Align Talent to Business needs • High potential pools • Consistent tracking of internal and external talent • Easily differentiate pay for top talent • Instant tie to performance management
  12. 12. Talent Engagement Simple Social Mobile Insight
  13. 13. Trends Driving the Future of HCM • Comprehensive HCM and Talent Management • Cloud and Mobile Delivery ACCELERATE HCM • Social HCM • Real-Time Insight • Predictive Analytics
  14. 14. Social Media and Mobility: Game Changers PERSONALIZED SOCIAL SELF-ENABLED Offer a personalized & relevant experience across the enterprise Integrated social networking capabilities with anytime, anywhere access Empower users to easily and conveniently serve themselves
  15. 15. Access on any device
  16. 16. The Power of Social Networks Organizational Chart “How Work Gets Done” Network Stock Senior VP Jones Exploration Williams Drilling Taylor Production Gupta Cohen Sen Smith Moore Shapiro Hughes Miller Rodrigu ez Cole Hussain Shapiro Paine Cohen Bell Cole Kelly Jones Williams Andrews Hussain Miller Sen Rodriguez Moore Bell Kelly Source: Adapted from The Hidden Power of Social Networks, Robert Cross & Andrew Parker, 2004
  17. 17. Leverage Social- Enabled HR Processes Social Talent Acquisition Social Talent Analysis & Development Social Learning & Skill Development Social Performance Management
  18. 18. Engage Workers with Social Technology Connect with workers and expand work relationships Drive innovation through collaboration in an open and transparent way Find job candidates and career opportunities Give kudos to peers and follow their professional progress Find expertise and share knowledge to be more productive
  19. 19. Social Software Benefits The rise of the networked enterprise: Web 2.0 finds its payday, McKinsey Quarterly
  20. 20. Intelligence = Talent Insight
  21. 21. Mountains of Data but Little Insight  Personal – – Life events (marriage, death of employee or close relative, pregnancy of employee of partner, birth of Lack of understanding of HRdependent, house move, divorce, ill health, surgery) measurement – Performance (drastic improvement or otherwise) Organizational "silos" which block – Not valued effective data sharing – Amount Lack of of time in previous jobs both in this enterprise and others tool and technology – – 7% –Poor data quality Promotion rate (past, future prospects) –Lack of executive championship Workload (too heavy, too light) – Absence record – Work permit issues – Expectations (too many being placed on employee, expectations not met, employee not meeting expectations)  Enterprise Ethos, culture or vision issues Stability (financial) Redundancy record – Safety record (e.g. engineering) – Attitude to time keeping, dress, home working – Too long in a particular job, position, grade, organization, etc Disciplinary action or proceedings – 15% Issue with subordinate – Time (travel, normal hours, overtime) – – 11% data –Unavailability ofholding) Stock price (personal workforce data – – Issue with supervisor (competency, confidence in employee, 4% 7% involvement with employee, …) 22% – Issue with peer – Personal growth (ambition) –operationalachieving Under or over performance – Criminal offence or imprisonment – metrics –Unavailability of financial and the job) Skill or competency (lack of or over skilled for Enterprise originated assignment to another physical location or to another organization – Retirement Barriers to lack of challenge Adoption of – Boredom or Workforce Analytics  Interpersonal Training issue –Lack of meaningful Length of service Issue with suppliers or customers – Prejudice (age, ethnic, gender, disability) – – Financial (earnings or benefits compared with others or compared with benchmarks) End of contract – – Attitude to15% employee well being 19% Financial – Source: HCM Strategy Council Survey 2007 Business condition (industry competition) – Restructuring or merger – Redundancy (workforce is greater than the demand in terms of budgeted workforce of that required by projects)
  22. 22. How do you know if...  Your people are at risk to leave?  A worker will perform as expected?  You have the right skills for your team?  A worker is underpaid?
  23. 23. Who Do I Have? What Do I Need…
  24. 24. Access Information Anytime, Anywhere Unified mobile experience on tablets and phones
  25. 25. Meet John, Line of Business Manager “I manage a lot of people and am asked to make a lot of decisions. But I don’t know if my day to day decisions are right – let alone what will happen with my employees tomorrow.” 26
  26. 26. Why Is John Struggling? Why Is John Frustrated ? Has no insight Deals with growing workforce Faces attrition Cannot take actions 27
  27. 27. Meet Sarah – Compensation Manager “I’m in the middle of developing next year’s comp plan and I just can’t get the information I need. If I had the right kind of data, I could be sure my plan was in line with our overall business goals.”
  28. 28. Why Meet Dawn, Compensation Manager Is Sarah Frustrated ? Comp Responsibility No insight into business goals Missing useful data Information in multiple systems
  29. 29. Meet Robert – HR Systems Manager “I’m getting complaints because work takes so long to do with our HR system. I need to be innovative to stay in line with the business and keep everyone engaged, but IT just isn’t able to help.”
  30. 30. Why Is Robert Frustrated ? Unhappy users IT resources too limited Can’t innovate Integration expenses running high
  31. 31. SaaS is Hot Reasons for moving: 1. 2. 3. 4. 5. 6. Source: CedarCrestone 2012–2013 HR Systems Survey Improved User Experience Best Practice Functionality Reduced need for Internal Infrastructure Faster time to Implement and Value Reduced TCO Predictable ongoing Costs
  32. 32. Oracle HCM Cloud Service A complete strategy for Modern Enterprise HCM
  33. 33. 34 Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Confidential – Oracle Restricted
  34. 34. 35 Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Confidential – Oracle Restricted