Human capital management

Source: Deloitte, Talent Edge 2020: Redrafting Talent Strategies for the Uneven Recovery, January 2012 Table of ConTenTs 03 Introduction: The New World of HR 04 View from the Top: Wh

Driving HR Forward:

A Practical Guide for Making the Shift from Administrator to Strategic Advisor

Source: Deloitte, Talent

Edge 2020: Redrafting Talent

Strategies for the Uneven

Recovery, January 2012

Table of ConTenTs

03 Introduction:

The New World of HR

04 View from the Top:

What Executives Expect from HR Today

08 Keep It Simple:

Streamlining Workforce Management

12 Cracking the Talent Conundrum:

How to Find, Develop, and Keep the Best People

16 Decoding the Cloud:

What New Technology Means and Why It Matters

It’s clear HR today is about more

than just transactions HR leaders are

expected to have a holistic view of the

business and provide valuable insights

to help the company make the right

talent decisions, whether regarding

recruiting, compensation, leadership

development, or succession planning

But it’s not a matter of ignoring the

day-to-day to focus on loftier matters

The successful HR organization needs

to be a combination of operational

efficiency and big-picture planning

This e-book draws on the insights

of independent researchers, Oracle

Human Capital Management (HCM) product and industry experts, and Oracle HCM customers It aims to provide both inspiration and practical roadmaps to simplify workforce management, build the best talent, and help HR leadership make a major contribution to their companies’

overall success It also looks at the toolkit of the modern HR organization Throughout the book, we’ll discuss technological advances in human capital management and show real-life applications and success stories from companies across the world

The C-Suite wants more out of its

Human Resources department In a

2012 global survey by the Economist

Intelligence Unit (EIU) only 38 percent

of CEOs and CFOs said their head of

HR was a key player in their company’s

strategic planning However 80 percent of

the executives are looking for HR leaders

to make this contribution So what can HR

do to close this gap?

InTroduCTIon:

The new

world of hr

66 percent

of CEOs say the lack

of the right skills is

their biggest talent

challenge

PWC 14th Annual Global

CEO Survey, McLean

& Company, 2012

The Changing Business of hR

To create a forward-looking plan for your HR organization, first take a step back to understand how the role of the HR leader has changed In this short video, Oracle VP of Product Strategy and former HR practitioner Gretchen Alarcon outlines the fundamental shifts that have taken place in HR over the past five years and provides specific steps the savvy HR organization should take to succeed—both now and in the future

watch now ›

whaT exeCuTIVes expeCT from hr Today

It’s a new world for HR HR leaders are looking at new business metrics, developing stronger relationships with line of business owners, and evolving from tactical manager to valued consultant

This all sounds great in theory, but many organizations are still struggling with the reality So how does HR reach these new heights? In this section, we’ll take

a look at what C-level executives say

HR can do to drive growth, and how new technologies can help.

exeCuTive insighTs:

MaRk huRd on how

daTa-dRiven hR

deCisions MaxiMize Roi

Business today is conducted in the

language of numbers Every business

unit in a company is expected to

make and defend decisions based

on data Crunching numbers can

be an intimidating and unwelcome

prospect to the HR leader, but in this

video from TaleoWorld 2012, Oracle

President Mark Hurd explains how

making those data-driven decisions

is easier than ever with the right

analytical tools He discusses the key

metrics a CEO expects to see from

the HR team, how they contribute to

the bottom line, and how quickly—and

painlessly—they can be sourced

watch now ›

The RelaTionship BeTween The C-suiTe and hR

We’ve all heard that the C-Suite wants

HR to take a more strategic role, and we know they want hard facts

to back up recommendations and drive decisions But what exactly do executives think of their HR leaders today? This infographic, based on the Economist Intelligence Unit (EIU)

2012 global survey of CEOs and CFOs, breaks it down See the highlights, and then download the full CEO and CFO perspective reports to get

a deeper look at these crucial and complex relationships

see the infographic ›

The Changing

Business of HR

watch now›

Executive Insights

watch now ›

The Relationship Between the C-Suite and HR

see the infographic ›

how hR Can Take

on a BiggeR Role

in dRiving gRowTh?

Ceo peRspeCTives

In the following report, the full results

of the EIU 2012 survey are presented

from the viewpoint of the CEO The

report explores the nature of the HR/

CEO relationship, how that relationship

has been affected by the economic

downturn, and how it varies across

industries and regions It also looks at

how two trends—the growth of the

knowledge economy and the move

away from administrative functions—

are potentially reshaping the role of

HR in the corporate world

Get the report ›

Cfo peRspeCTives

Although the CEO certainly thinks

about financial impact, the CFO

eats, sleeps, and breathes numbers

And with people representing the

most expensive outlay for many

organizations, the relationship

between HR and finance is a critical

one According to the EIU survey,

most companies have a lot of work to

do in this arena

The following report, presented from the CFO’s perspective, presents evidence of the friction between HR and finance, explores what this discord can cost companies, and suggests ways HR can improve the relationship

to the benefit of business units and the company as a whole

Get the report ›

a new day: Taking hR fRoM Chaos To ConTRol

Thinking about the new opportunities for HR is exciting Who doesn’t

want to be seen as invaluable

to a company’s success? But transformation is impossible if you can’t get a handle on all the demands

on your time and the many tasks that—let’s face it—just have to get done Only 13 percent of HR officers say that they have the analytics and tools they need to properly drive their functions See how you can go from frazzled to focused with applications that were created with the busy HR leader and the average employee user in mind

see the infographic ›

Copyright © 2

013, O racle a nd/or i ates A

ll rights reserve

d Orac ava ar stered trademarks o

f Oracle and/or iates O ther names m

ay be t

respective ow ners 1

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THInk ORAC

LE HU mAn C APITAL mAnAGE mEnT

An IDE AL DAY :

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and hard t

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For a chief hr offic er

For a chief hr offic er

 Your system is

flexible, global

and customizable

 All w orkforce data i

s in o

ne place:

clean and c onsistent

 Your CEO needs an expansion staffing plan

— NOW

 You h ave a clear view

of your talent—and

who’s right

to staff that new office

of HR’s time

is spent o

n strateg

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of outperforming companies

excel at

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Top Concern of

of HR officers say they hav

e the a nalytics and tools n eeded

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MOvE HuMAN R ESOuRCES

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THE CENTER

OF YO

uR bu SiNESS

Lever ages the power

of the

Cloud fo r flexibi lity, effi ciency

and fast deploy ment

simp le

f Single user experiencef

A role-based system f

or your entire team

f Available w here you ne

ed it:

desktop or mobile fstrateg ic

Easily a ssess your workforce and develop talent pools

f improve hire quality a

nd reduce co

st to hire

f Re-skill w orkforce ba sed o

nd currencies t

o also manage data privacy, securit

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insigh tful

f Track and fi

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ss units and more

f Forecast workforce performance and i dentify talent risks early

Only 15 percent

of HR’s time is spent

on strategic activities, while 71 percent is still spent on service delivery, record keeping, compliance, and internal management.

HR Transformation in EMEA, Mercer 2010

poweR hR’s Business

ConTRiBuTion— youR TiMe is now

Today’s CHRO is expected to be a blend of

functional wizard, strategic advisor, personal

coach, and executive leader Join us for an

insightful conversation about this expanding role

of HR, as Gretchen Alarcon outlines specific

examples of HR challenges and walks you through

how you can use technology to meet each of them

head-on Gretchen covers complex yet common

executive requests, such as examining labor

costs in a particular region, understanding attrition

rates, uncovering issues in the employee review

process, and supporting a company expansion

with the right talent and workforce planning to

make the move successful She also highlights

the two tenets of the strategic HR organization:

simplifying people management, and building

the best talent We’ll cover core principles in

the Webcast and will then dive deeper into each

concept in the following sections

Perspectives

Get the report ›

A New Day:

Taking HR from Chaos to Control

see the infographic ›

Power HR’s Business Contribution

watch now ›

Keep IT sImple:

sTreamlInInG worKforCe

manaGemenT

Companies report that only 15 percent of HR’s time is spent on strategic activities That means the rest of time is spent on transactions, digging through systems and spreadsheets to find the answers you need, and trying to connect the dots This isn’t just frustrating for the

HR department—it’s also bad for the company Inefficiency is costly whether you measure it by unnecessary staff hours spent on basic tasks or by the warning signals missed due to messy or inconsistent data Without streamlined people management, building the best talent is out of the question You simply won’t have the information or time you need to succeed In this section, we’ll look

at how you can clear out the clutter by empowering users with programs they can and will want to use, making better decisions with role-based metrics and dashboards, and using social networking capabilities to better connect to and

understand your workforce

Fewer than

25 percent of

organizations have

access to the people

insights they need.

using Business

inTelligenCe To

undeRsTand fuTuRe

woRkfoRCe ouTCoMes

When it comes to business analytics,

most companies have the basics

down pat They can easily tell you

revenue outcomes for the past

quarter or year, how many new

clients they signed, and which lines

of business were the most profitable

That’s all necessary information, but

how many businesses operate in a

state of looking backward? When it

comes to analytics, many companies

still struggle to tie their top-level

strategy to daily operations and

identify business outcomes based

on workforce predictions Predictive

analytics are a standard part of the

consumer experience Think about

it: how does your favorite bookstore

or entertainment site know which

books or movies you might want to

explore next? How do credit agencies

know whether you’re able to handle

a certain loan amount or credit line?

In this Webcast, representatives from

Oracle, Hologic Inc., and Performance

Architects talk about applying those

consumer concepts to the workforce

and using them to predict business

outcomes such as performance

and attrition By embedding these analytics throughout HR, everyone involved in the management process, from the top down, can see predicted outcomes and proactively make

the adjustments necessary to meet strategic goals In addition, both management and staff gain a richer understanding of what employees need to do and how they need

to develop to continually meet company objectives

Using Business Intelligence

watch now ›

75 percent of employees feel their work history and experiences are not leveraged by their employer

Source: Taleo Research, UK Social Talent Management Report

geTTing a handle on youR woRkfoRCe

As the HR leader you may be thought of as the people

person, but when your data is scattered or messy, it can

be hard to know and understand your workforce The key

is to implement the right tools to organize and monitor

employee information so the answers to your workforce

questions—who’s strong? who’s struggling? who’s at risk?

—are right at your fingertips What’s more, your tools need

to be accessible to your line managers so they can take

ownership of their organizations and not feel key employee

data has disappeared down the HR rabbit hole

In this series of short videos, you’ll see a new approach

to workforce management that provides interactive

organization charts, rich employee portraits, and clear

reports that show you critical details such as who your

star performers are, what your attrition rates are and which

critical employees are in danger of leaving With a simple,

user-friendly interface, line managers, HR leaders, and

employees can quickly find the information they need,

take immediate action to make certain organizational

changes, and test out the implications of others

Making youR woRkplaCe soCial

When you think of social networking at work, you may

worry about employees wasting time on Twitter and

Facebook or searching for their next opportunity on

LinkedIn Conversely, you may think about how you can

tap into the social craze to improve recruiting Good and

bad, these are all valid points—but they aren’t the only

applications of social media

Step 1 Interactive Org Chart

watch now ›

Step 2People Portrait

watch now ›

Step 3 Gallery

watch now ›

Step 4HCM Analytics

If you want to keep your employees so engaged that they

have no need for fooling around on Facebook, and you want

to retain the socially savvy new hires you just found on

LinkedIn, think about creating your own network

In this video, Oracle HCM experts Scott Ewart and Aaron

Green explain how creating an internal social network can

increase collaboration; strengthen employee connections

to each other, to their managers, and to the company; and

enable managers to see a fuller picture of their teams and

employee contributions The benefit for HR? Not only will

you increase engagement, but you’ll also get a bigger,

richer view of your employee ecosystem

watch now ›

sToRies fRoM The field:

aRdenT leisuRe auToMaTes

an end-To-end hCM pRoCess

Ardent Leisure is one of Australia’s leading theme park and

attraction operators Before deploying Oracle HCM Cloud

Service, the company lacked a true HCM solution They only

had payroll covered, causing what one manager called a

“very big gap in the HR environment.” With the new Oracle

HCM solution, Ardent Leisure has been able to automate

an end-to-end HCM process that’s clear, transparent,

measurable and trackable And it’s not just about efficiency

—the company has also been able to improve collaboration,

support, and interaction between managers and staff

within the organization

see how they did it ›

Stories from the Field

see how they did it ›

Making Your Workplace Social

watch now ›

CraCKInG The TalenT Conundrum:

how To fInd, deVelop and Keep The besT people

Talent used to be seen as only an HR issue No longer The war for talent is hitting companies’ bottom lines, and this means talent has shot up to the top of the CEO’s agenda Some sobering facts: disengagement costs North American companies more than US $368 billion dollars each year1, and despite the economic downturn, 52 percent of jobs at U.S companies are going unfilled2 due to lack of the right talent What does this translate to for a CEO? According to a 2012 global survey by PwC, it means higher expenses, the inability to innovate, missing out on opportunities, cancelling or delaying strategic initiatives, and falling short of growth forecasts It’s no wonder there’s more pressure than ever on HR leaders to improve workforce planning

Talent management is a big nut to crack, so in this section we’ll break down some of the essential elements of a strong talent strategy: leveraging new channels to source the best people, keeping top performers engaged, and building a talent model for continued success

Source: Deloitte, Talent

Edge 2020: Redrafting Talent

Strategies for the Uneven