Talent Management

<Insert Picture Here>

The Essential Elements to Succeed with Talent Management

Agenda

• Why the Need for Talent Management!• Essential Elements of Integrated Talent Management• Key Considerations When Starting a Talent Management

Initiative• Functional Overviews

• i-Recruitment• Performance Management• Learning Management• Compensation Workbench

• Q&A / Summary

Talent Management is …

• One Part Mindset

• One Part Practices

• One Part Technology

Giving Those that Have the Talent Mindset the Capability to Deliver

Gartner: What To Expect From Your System

“A successful Talent Management integration strategy

focuses on simplification and avoidance of redundancy.”

Jim Holincheck, Gartner’s lead HCM analyst

Oracle EBS Talent Management Suite A Comprehensive Talent Management System

Use

r P

rod

uct

ivit

y K

it

Bu

sin

ess

Pro

cess

Mo

de

ler

Co

llab

ora

tio

n S

uit

e

HR

In

tell

igen

ce/D

BI

Rec

ruit

ing

Per

form

ance

M

ana

gem

ent

Car

eer

Pla

nn

ing

Su

cces

sio

n P

lan

nin

g

Lea

rnin

g M

an

agem

ent

Co

mp

ensa

tio

n

So

luti

on

s

Portal, HR Intelligence, Web-based Self-Service Applications

Competency/Profile Management

Integration – Single Sign On, Workflow, Warehouse

Core HRMS

Example Talent Management Customers

“As we serve global clients in a single, unified fashion no matter the location of delivery, Oracle Learning Management allows us to create consistency in our associates’ knowledge and create a unified company across the 26 operation centers we operate in the USA, China, India, Philippines, Poland, Hungary, Romania, UK, and Mexico. We could not maintain our rate of opening a 1,000 employee based office each quarter without these tools.”

-- Steve Jolly, Vice President, Genpact

"We don’t hire commanding officers, we grow commanding officers. PeopleSoft ePerformance gives us the ability to grow and retain highly talented people.”

-- Captain Thomas Broderick, United States Navy

Everyone is concerned about talent.

Demographic Shifts and Workforce Globalization Have Created a War for Talent

Aging Workforce + Less Skilled Workforce = Talent Crisis

1990 2000 2010 2020

140

150

160

170

180

190 Projected Gap In Skilled Workers by 2020

15 MillionSkilled Jobs

Numbers of jobs and workers, in millions (adjusted for multiple job-holding)

Unskilled Jobs

Work Force

Executives Need Answers to Key Questions

• Are we retaining the best employees and where did we recruit them from?

• Who are our top performers? How can we hire and develop more people like them?

• Do workers have the skills needed to achieve performance goals?

• Are the learning initiatives positively impacting performance?• Where is talent demand outpacing supply?• How much is turnover costing in customers? In productivity? In

innovation? In quality?• What are the financial consequences of talent decisions on our

business?


Essential Elements of Integrated Talent Management

Talent Planning

Career Planning

Learning & DevelopmentCompensation

Measure and Report

SuccessionPlanning

Recruiting

Performance Management

Talent Life Cycle

Getting Answers Requires Integration

Who are our top performers? How can we hire/develop/retain people like them?

Are we retaining the best workers? Where did they come from?

Do workers have the skills needed to achieve performance goals?

Facts Tell……. Stories Sell…….

Customer Success ProfileBimbo Bakeries USA

COMPANY OVERVIEW• Consumer Packaged Goods Industry• Location: Ft. Worth, TX• $1.2 Billion in Revenue• 7,000 employees

CHALLENGES/OPPORTUNITIES

• Lack of integration between HR, Payroll and Financials• Duplicate manual data entry• Wanted an integrated talent management solution• Difficulty with reporting

ORACLE E-BUSINESS SUITE • Human Resources • Payroll• Advanced Benefits• Self Service • Talent Management:

•Compensation Workbench•Performance Management

• Financials

RESULTS

• Integrated HRMS and Financials eliminated the many manual entries

• Utilization of Employee and Manager self-service increased the accuracy of critical employee data needed for reporting.

• Leveraged Oracle HR and Payroll best practices

• Rolled-out an automated performance management solution

• Advanced Benefits simplified management of complex plans and exportation of date to 3rd party vendors.

February 2007Source: Xcelicor

Customer Success Profile

COMPANY OVERVIEW• High Technology Industry• Location: Portland, OR• 4,300 employees

CHALLENGES/OPPORTUNITIES• Single source of workforce information• Strong recruiting functionality• Global functionality

ORACLE E-BUSINESS SUITE • Human Resources• Self-Service• Talent Management

•iRecruitment•Learning Management

RESULTS

• Streamlined HR operations with a single, integrated Global system

• Standardized and automated recruiting processes globally

• Reduced ‘Time-To-Fill” vacancies by 7-10 days• Increased service levels to candidates• Improved candidate tracking and compliance• Gained greater visibility into candidate pipelines• Improved collaboration between recruiters and

candidates• Decreased manual data entry with integrated HRMS

solution

“Our recruiting strategy is helping drive growth for our company worldwide. Oracle iRecruitment has enabled our company to significantly improve our global staffing processes and reduce time to fill.”

CUSTOMER QUOTE:

Kathy Gallaway Senior Manager, HR Systems & Payroll Tektronix


Key Considerations When Planning Your Own Talent Management Initiative

A Show of Hands – Your Entry Point

• Recruiting?• Performance Management?• Learning and Development?• Compensation?• Succession / Leadership?• Workforce Analytics?• A Combination?

Key Considerations

• Business Objectives• Current Application Environment • Talent Management Strategy and Vision

• Integrated Solution vs. Interfaced Solution

• Implementation approaches • Business Community Support• Business Intelligence

Integrated Solution vs. Interfaced Solution

Some client feedback…

• Build a complete Talent Management Strategy around a core HR system of record

• Understand the long term impact of interfaced solutions• Limited business flexibility• Time, resources, and costs to develop, test, deploy• Both IT and business resources impacted• Effort incurred with each application change,

upgrade, etc.• Ultimately, great challenges with reporting and

analytics

Business Intelligence

• What are the critical questions your business will demand answers for?

• How will your ERP platform deliver the information needed?

• What are the dependencies and possible limitation with other applications, such as Financials or other point solutions/ASP/SaaS?

• What are the implications to an interfaced solution versus an integrated solution?

• Begin with the end in mind

Summary

• Business conditions and labor markets require a focus on talent management via a comprehensive and well-executed HCM strategy

• HCM technology plays a key role to deliver an integrated talent management strategy• Single, enterprise-wide system with a competency foundation• Integrated programs and business processes• Business intelligence

• Development and execution of Talent Management is accomplished in multiple phases, and every firm is at a different point


Functional Overviews

I-Recruitment



Performance Management

Define Individual Goals & Competencies Manager Self Service

Manager’s task list

Define Individual Goals & Competencies Setting Objectives

Set objectives for individual employees

Cascade objectives downwards

Define Individual Goals & Competencies Employee Self Service

Only active tasks are enabled

Track Objectives ProgressPersonal Scorecard

View of employee’s scorecard after objectives setting



Oracle Learning Management



Compensation Workbench

Total Compensation Statement

AQ&