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 www.hrsummitexpo.com

1. Embracing Technology to Help
Attract, Develop & Retain Talent
Mike Fadel
Principal Sales Consultant - HCM

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

4. 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?

5. 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)

6. 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 www.cedarcrestone.com/research)

7. 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

8. Savings from Process Innovation & Automation
Source: CedarCrestone ROI Studies

9. 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

10. Talent Priorities
Executives Place Importance Across the Gamut of Talent
Source: IDC's Survey of HR Executives, March 2013

11. 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. EMPLOYEE ENGAGEMENT

13. Talent Engagement
Simple
Social
Mobile
Insight

14. Trends Driving the Future of HCM
• Comprehensive HCM and Talent Management
• Cloud and Mobile Delivery
ACCELERATE HCM
• Social HCM
• Real-Time Insight
• Predictive Analytics

15. 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

16. Access on any device

17. 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

18. Leverage Social- Enabled HR Processes
Social Talent
Acquisition
Social Talent
Analysis &
Development
Social Learning
& Skill
Development
Social
Performance
Management

19. 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

20. Social Software Benefits
The rise of the networked enterprise: Web 2.0 finds its payday, McKinsey Quarterly

21. Intelligence =
Talent Insight

22. 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)

23. 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?

24. Who Do I Have?
What Do I Need…

25. Access Information Anytime, Anywhere
Unified mobile
experience on tablets
and phones

26. 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

27. Why Is John Struggling? Why Is John Frustrated ?
Has no insight
Deals with growing
workforce
Faces attrition
Cannot take actions
27

28. 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.”

29. Why Meet Dawn, Compensation Manager
Is Sarah Frustrated ?
Comp Responsibility
No insight into
business goals
Missing useful data
Information in
multiple systems

30. 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.”

31. Why Is Robert Frustrated ?
Unhappy users
IT resources
too limited
Can’t innovate
Integration expenses
running high

32. 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

33. Oracle HCM Cloud Service
A complete strategy for Modern Enterprise HCM

34. 34
Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
Confidential – Oracle Restricted

35. 35
Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
Confidential – Oracle Restricted