talent management system

1. RAJIV KUMAR PANDEY

2. • Oracle Corporation is a U.S.-
based multinational computer technology corporation
headquartered in Redwood City, California, United
States. The company specializes in developing and
marketing computer hardware systems
and enterprise software products – particularly its
own brands of database management systems.
Oracle is the second-largest software maker by
revenue, after Microsoft

3. Unleash Innovation by Simplifying IT
• By eliminating complexity and simplifying IT,
Oracle enables its customers—400,000 of
them in more than 145 countries around the
world—to accelerate innovation and create
added value for their customers.

4. • Founded - June 16, 1977, Santa
Clara,California, U.S
• Founders - Larry Ellison, Bob Miner,
Ed Oates
• Key people - Jeff Henley(Chairman)
Larry Ellison (CEO)
Safra Catz (President)
Mark Hurd (President)
• Products - Oracle Applications, Oracle
Database, Oracle Enterprise Manager, Oracle
Fusion
Middleware, servers,workstations, storage

5. What is Talent Management ?
• Talent management is essentially the
identification, development, evaluation, and
retention of workers who have the competencies
that enterprise needs to meet

6. • https://www.youtube.com/watch?
v=UZexMPCQRCI

8. Talent Management At Oracle

9. Competency management
• The oracle HRMS enables to define
competencies for use in many talent
management activities

11. Measuring competencies
• Rating scale –
- proficiency scale
- Performance scale
- Weighting scale

12. Proficiency scales measure a person's mastery
of a skill or technique. For example, a person's
management skills could be:
•Basic
•Good
•Excellent
•Expert

13. • Performance scales measure a worker's delivery of a
competency or objective.
• A worker's competency can rank high on a proficiency
scale but less high on a performance scale, or low on a
proficiency scale but much higher on a performance
scale.
• You can select a performance rating scale when
defining competency assessment templates, objective
assessment templates, and appraisal templates.

14. • Weighting scales measure the importance of a
competency to the enterprise. For example, a
competency's importance could be one of:
• Low
• Medium
• High

15. Career and Succession planning
• Once organizations have found out its
employees aspirations, and set their short- and
long-term objectives, it'll want to prepare them
for their next position within a career plan. After
all, now it has motivated its employees through
its performance management system, it'll want
to keep them motivated by linking their own
career aspirations to enterprise aspirations.

16. Oracle Succession Planning
• Identify Scope for Succession Planning and
Streamline Your Processes
• Benefit from Comprehensive Talent Profile
• Use Nine-Box Matrices to define Talent Pools
• Create Comprehensive Succession Plans
• Use Analytics to Evaluate and Manage
Succession Planning Process

17. Identify Scope For Succession
Planning
• Talent Managers and HR Professionals
identify those key jobs, positions and
individuals necessary to realize business
goals and strategy.
• To capture information such as key role,
workforce turnover rate and succession
potential.

18. Benefits From Comprehensive
Talent Profile
• Talent Profile helps managers to obtain
complete insight into the available talent.
• Talent Profile enables us to consolidate
information on an employee’s competencies,
qualifications, previous employment,
training history, performance rating
history, performance objectives, succession
plans, job history, career path, and
compensation.

19. Use Nine - Box Matrices To Define
Talent Pool
• Talent Managers can classify and group talent
for succession planning.
• Using Nine-Box Matrix, they can also assess
the current talent profile of their people,
performance, potential, risk and impact of
loss.

20. Create Comprehensive Succession
Planning
• Highlight key workers
• Periodic review and update of succession
plans
• Understand any gaps
• Manage Talent Mobility

21. Use Analytics to Evaluate and Manage
Succession Planning Process
• Understand the risks associated with probable
successors identified for key high potential
workers
• Analyze the turnover details of probable
successors
• Track key high potential workers with and
without succession plans

23. Oracle HRMS supports 3 appraisal
types

24. Performance Management Plans
It creates a performance management plan (PMP)
to define workforce performance management
activities
PMP
-Plan members
-Objectives setting process
-Appraisal creation process
-Performance management task

25. Human Capital
Management(HCM)
• Executive
• HR Operations
• Talent Management
• Technology Leaders

26. Human Capital Management For
Executive
• Talent centric
• Collaborative
• Mobile and engaging

27. Talent centric
• Organizational goal
• Choose a “build” or “buy” strategy
• Start close the gaps (key position)
• Develop strong on-boarding program
• Focus on performance management

28. Collaborative
• Building connection
• Increased cross selling (Prof. Mortan T.
Hansen)
• Faster resolution for transfer of knowledge
problem

29. Mobile and Engaging
• Review the day (meetings)
• Team for the project
• Follow up on hiring
• Schedule leave

30. HCM for Operations
• Global HR
• Payroll management
• Workforce management
• Diversity management
• Compensation management

31. Global HR
• A complete global solution with multicountry
capabilities enables you to streamline global
processes, comply locally, and quickly adapt
to organizational and legislative changes. The
native social and mobile functionality helps
you deliver even better service to the
workforce.

32. Payroll management
• Establish Discipline and Manage Expectations
• Enforce Accountability
• Perform Rigorous Balances and Audits
• Harness Technology Effectively

33. WORKFORCE MANAGEMENT
• Combination of budgeting, planning, analytics,
collaboration, and rules-based scheduling
solutions
• Use a flexible and highly configurable
framework to easily manage and monitor
workforce productivity and absenteeism.

34. Diversity Management
• Look Beyond Compliance
• Identify New Talent Pools
• Address Diversity in Every Aspect of Talent
Management
• Create Ways for Like People to Connect
• Make Diversity a Part of Your Brand

35. Compensation management
• Segment the Workforce
• Create Flexible Compensation and Incentive
Plans
• Enforce Equitable Policies with Complete
Transparency
• Use Technology to Simplify Administration

36. HCM for Talent Management
• Talent Acquisition
• Learning Management
• Performance Management
• Leadership development

37. Talent Acquisition
• Focus on the brand
• Run automated referral campaigns
• Take advantage of social media
• Understand your employees
• Develop externally
• Get creative

38. Performance Management
• Define Business Challenges and Link
Competencies
• Gain Consensus among your Business
Leaders
• Communicate and Confirm Competency and
Business Driver Alignment

39. Leadership Development
• Don’t Shortchange High Potential
Nominations
• Narrow your Pool before you Start Rating
• Define Potential Consistently: It’s more than
Learning Agility
• Separate Potential from Performance from
Readiness

40. Talent Retention
• Recruit the right people in the first place.
• Improve the line manager’s ability to manage.
• Give employee’s constant feedback about
clear, meaningful goals.
• Empower employees to manage their own
careers.
• Proactively drive talent mobility
• Continuously measure and improve retention
strategies

41. Recruit the right people in the first
place
• Retaining top performers begins with hiring
the right talent in the first place
• Identify potential of top performers by
analyzing the needed skills, experience
• Quality for each position
• Specification and requirement of job
• Right tools and technologies to know
competencies
• Onboarding

42. Improve the line manager’s ability to
manage
• To direct, guide and evaluate
• To align the tasks and projects with
organization’s goal
• To manage people require good information s,
facts, data

43. Constant feedback about clear,
meaningful goals
• Fairness and performance based awards
• Capture feedback regularly
• Facilitate regular reviews

45. Empower employees to manage their
own careers.
• Dissatisfaction with current job
• Challenging and meaningful work with career
opportunities

46. Proactively drive talent mobility
• Retention and employee satisfaction
• Internal hires have a dramatically lower time
to productivity

47. Continuously measure and Improve
Retention Strategies
• Companies need the ability to track
information from all labor pools
• With that information access, companies can
measure, analyze, and optimize their staffing
and deployment strategies