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- 1. E-Business Suite What’s New in Release 12 Connie Barbon, Oracle Senior Sales Consultant
- 2. Oracle Enterprise Project Management What’s New Since 11i10 (Family Pack M Overview)
- 3. Project Management Lifecycle Project Selection Project Planning Project Reporting Work Resources Finances Project Control Project Execution
- 4. New – Project Portfolio Analysis • Identify Key Initiatives • e.g., IT Governance, Capital Projects Strategy Expansion • Establish Available Funds for Each Initiative Ranking • Review Ongoing and/or Proposed Activities/Projects • Score using multiple performance metrics • Financial Criteria (e.g., ROI) Scenarios • Strategic (Non-Financial) Criteria • Create/Analyze Different Scenarios to Ensure Best ROI Balanced and Proper Alignment of Work to Portfolio Goals
- 6. Enhanced Project Management Workplan Definition • Task dependencies within and across projects Critical Task • Assign resources to tasks Dependent Task • Enhanced Gantt chart for resources and dependencies • Visibility of attachments for Completed Task tasks • Workflow for managing task execution • Scheduling attributes, including critical path, interface with scheduling tool
- 7. Enhanced Project Management Deliverables Management Project • Track deliverables, status and associated tasks • Optionally rollup deliverable progress to workplan • Integrate deliverables with other Oracle applications Tasks • Planning • Shipping • Billing Deliverables
- 8. Enhanced Project Management Budgeting Enhancements • Budget generation based on resource schedule or workplan • Cost amounts based on quantity using rate schedules and burden multipliers Resources Workplans • Revenue amounts based on revenue accrual method (work-based, cost-based, event-based) Streamlined Data Entry • Streamlined data entry • Automatic extension of quantities into cost / revenue amounts based on actual or planning rates • Entry of lump sum amounts across periods using predefined spread curves • Varying periods for data entry • Leverage Excel integration Budget
- 9. Project manager can generate a detailed project budget directly from workplan or resource plan, and easily make changes
- 10. Enhanced Project Management Issue and Change Management • Streamlined implementation of financial impact to budget • User-definable statuses • Workflow notifications • Usability & UI enhancements Project Change Budget
- 11. Enhanced Project Management Progress Collection • Capture actual and Overall Progress remaining effort against tasks and assignments • Calculate physical % complete using various progress methods Physical Actual Remaining • Effort Percent Effort Effort • Work Quantity Complete • Deliverables • Rollup task progress using various methods of task weighting
- 12. Enhanced Project Management Streamlined Forecasts • Forecast (EAC) = Actuals + ETC • ETC based on: • Earned value Actual & Future Costs • Percent complete • Future budget amounts • Future resource schedule Percent Complete • Work quantity • Workplan • Remaining effort Changes Forecast • Open commitments • Change documents Initial Budget • Compare variances to prior forecasts • Automatic creation of initial forecast on baseline of approved budget • Adjust quantity, rates, cost or revenue by percentage across planning elements EAC = Estimate at Complete ETC = Estimate to complete
- 13. Project manager can easily generate forecasts by automatically aggregating project actual costs and commitments, change documents, and workplan progress.
- 14. Enhanced Project Management Project Performance Project • Visibility across all levels of project • Multiple reports • Report Financial Info and Earned Value • Configurability with Graphs Work Resources and Drilldown • Analysis by WBS, RBS, Period • Enhanced Project Status Inquiry in web interface
- 15. Management can review configurable, real- time reports to spot trends and issues with project performance to plan
- 16. Project manager can communicate the most current project information to all stakeholders through tailored status reports
- 17. Enhanced Project Management Earned Value Management • Based on workplan, Workplans resource plan and budget • Leverages progress and deliverables management • Included in forecast Planned calculation and status Value CV reports • Multiple Earned Value ACWP metrics, including: Resources • Planned Value Earned Value • Earned Value • Actual Cost of Work Performed (ACWP) • Variances (CV, SV) • Performance indices (CPI, Budget SPI)
- 18. Enhanced Project Management Program Management Program • Definition of unlimited project hierarchy • A program can rollup other projects • Reporting rollup Projects • Scheduled dates and progress • Financial information Tasks
- 19. Other Enhancements Contingent Workforce Management Oracle Projects Oracle Time & Labor PO Validation iExpense Expenditure Batch Payment HR Entry via Excel Contractors Suppliers Financials • Define contingent workers • Assign contingent workers to tasks • Process labor costs of contingent workers • Link and validate timecards against PO’s • Process contingent worker expenses same as employees
- 20. Other Enhancements Top Task Customer/Billing Option Project • Invoice method at Invoice top task level Method • Invoice customers at top task level • Line-level concession and Concession write-offs or Write-off • Billing Review in HTML Tasks Customer
- 21. Project Management Lifecycle Project Selection • Project Portfolio Analysis Project Planning Project Reporting • Enhanced Workplans • Proj Perf Mgmt • Task Dependencies • Program Mgmt • GANTT Chart • Improved Budgeting Work Resources Finances Project Control Project Execution • Earned Value • Contingent Labor • Status Rpts • Deliverables • Change Orders • Progress Mgmt • Billing • Improved Forecasting
- 22. Evolution of Oracle Projects Base Differentiators… New in 11i.10… New in R12… • Single project repository • Enhanced asset capitalization • Costing and billing enhancements automation for capital projects - Increased date defaulting - Complete, secure and personalized project info • User-defined attributes for flexibility for payables for all stakeholders projects and tasks transactions - Centralized space for • Gantt chart view in web interface - Improved flexibility & control for managing project finances, processing project adjustments workplans, resources and • Supplier invoice adjustments - Cash basis acctg /control for deliverables across entire • Burden cost calculation and partial payments & reversals project lifecycle processing enhancements for manufacturing costs - Mass adjustment for large • Integrated project management numbers of transactions and collaboration capabilities • Customer account relationships support - Sub-contractor payment - Integrated work, resource, management financial mgmt & operations • Contingent worker support - eTax integration across the entire lifecycle • Support for multiple earned value metrics - Increased support for project • Global support and functional currencies in - Multiple currencies and • Integrated work management billing transactions languages • Enhanced budgeting and - Global project structures forecasting • Project Portfolio Analysis across your business units • Streamlined change mgmt (new product) • Applications integration • Increased billing visibility - Investment criteria definition - Integration with • Performance & exception mgmt - Current / proposed projects E-Business Suite analysis • Program mgmt and reporting - Open integration with - What-if scenario comparisons multiple third-party apps • Enhanced resource definition • Cascading bill rates
- 24. Talent Management Wheel Talent Planning Measure and Report Recruiting Analyze Plan Performance Management Compensation Reward Talent Evaluate Profile Advance Develop Learning & Succession Development Planning Career Planning
- 25. Offers – Embedded Analytics
- 26. Offers – Dynamic Compensation
- 27. Offers – Applicant Portal
- 28. Offers – Online Applicant Action
- 29. Talent Management Wheel Talent Planning Measure and Report Recruiting Analyze Plan Performance Management Compensation Reward Talent Evaluate Profile Advance Develop Learning & Succession Development Planning Career Planning
- 30. Performance Management Performance Management Plans • Task oriented user interface • Personal Scorecards • Track goals throughout the review period • Collaborative Objectives (Goals) • Defaulted based upon criteria • Aligned to other individuals • Cascaded • Align employee goals to manager and organization goals • Automatically included in Appraisals
- 33. Talent Management Wheel Talent Planning Measure and Report Recruiting Analyze Plan Performance Management Compensation Reward Talent Evaluate Profile Advance Develop Learning & Succession Development Planning Career Planning
- 34. Learning (Certifications) Administrators create and manage learning certifications
- 35. Talent Management Wheel Talent Planning Measure and Report Recruiting Analyze Plan Performance Management Compensation Reward Talent Evaluate Profile Advance Develop Learning & Succession Development Planning Career Planning
- 36. Salary Administration New User Interface
- 37. Salary Administration Detailed History and Comparisons
- 40. Compensation Workbench Component and Employee Selection
- 41. Compensation Workbench Pay Based on Criteria
- 42. Total Compensation Statement Part of Compensation Workbench or Advanced Benefits • Full view and graphics of an employee’s compensation and benefits package • Employee and Employer contribution • Easily configured by grouping and categorizing competence and benefit elements in Oracle HR or from 3rd party systems • Printable Statement
- 44. Total Compensation Statement Drill Down to Detail View
- 46. Core Human Resource Management Global Deployment • Manage and automate employee record moves between source and destination Business Groups • Permanent Transfer • Terminate assignment in source Business Group • Temporary Transfer or Secondment • Suspend active assignment in source Business Group Only available in R12
- 47. Source and Destination Information
- 48. Evolution of Oracle Human Capital Management Base Differentiators… New in 11i.10… New in R12… • Global multi-country, multi- • Contingent worker self- • New and improved user payroll implementation on service support experience single instance • Merged Oracle iLearning • Workforce performance • Delivered localizations for and Training Administration management 18 countries • Automated grade step • Best practice HCM for progression • Cascading objectives commercial and public sector • Rapid implementation • Appraisal uplifts • Automated self-service workbench • iRecruitment offers recruiting processes • Entry level processing for • Day to day self-service time entry • HR checklists processing • Training plans and talent • HR global transfers • Competency based talent management management enhancements • Enhanced compensation workbench • Time entry for all employees • Payroll process navigator • Compensation mgmt • Combined candidate • Total compensation search in iRecruitment statement • Real-time business intelligence and analysis • Ad hoc reporting layer in • Workforce Scheduling • Configuration of international core products • UAE, Denmark & India HCM for any country • Enhanced business payroll localizations • Contingent worker maint. intelligence and analysis • Part period accrual functionality in payroll
- 50. Q&A
Notas del editor
- Setup diff portfolios (collection of projects)- each can be analyzed as how well it will help you meet specific goals. Ex.Expanding Revenue INTERNAL projects (not billable)- For each strategic objective you compare scenarios- rate each project on ROI and non-fin criteria Org has # of projects they can undertake Will evaluate each project/scenario to see which perform best financially & strategically- have best combination of ROI and strategic
- RCD Section 3.2.2.1 Project and task enhancements > reduce reliance on using other scheduling tools Link projects up to tasks in other projects (no task-to-task or project-to-project linkages) Task dependencies within and across projects - lag Program rollup Visibility into date exceptions Additional methods of measuring progress (actual or remaining effort, deliverables, work quantity, etc.) In past we relied on partners to manage schedule, we only managed costs. Now we can manage task dependencies and manage schedule.
- RCD Section 3.2.2.2 Leveraging Deliverable Tracking System of Project Contracts, we’ve enabled you to track deliverables for a project. Includes progress, tasks to track deliverable work, actions. Track deliverables to rollup progress Task and deliverables integration or separation Reports based on deliverables progress Integration of deliverables to other apps (planning, shipping and billing). Integration with Procurement to automatically generate purchase requisitions, then track status of requisitions, purchase orders, and receivables. Track billing events as actions for completing the deliverable.
- RCD Section 3.2.2.4 Excel based budgeting Entry has improved Enter quantities, calculates amounts Can be labor budget (person or position) or non-labor & must setup rate
- RCD Section 3.2.2.5 Can raise issue w/ task in project & assign to people for resolution. Issue may result in Change Order Formal way to raise issue, track thru resolution, raise CO
- RCD Section 3.2.2.6 Plan a workplan in a centralized manner (i.e. by project managers), and then manage progress centrally as well. E nter progress collaboratively by resources assigned to tasks, rollup of unpublished progress. Review/adjust by Task managers. C ollect progress for replanning , forecasting and progress reporting purposes from tasks, task assignments and deliverables. Progress can consist of: a. Actual effort/cost: how much cost or effort has already been spent to date b. Estimate to Complete effort/cost: how much cost or effort must be spent in order to complete the planned work. c. Estimated/Actual Dates d. Physical % Complete: allows project managers to determine how much work has been accomplished to measure work execution against the plan e. Textual Data C ollect progress from deliverables and roll this up the workplan. Support for physical progress. Override physical % complete at any level and roll up the overridden values. Perform earned value analysis for the workplan and financial structures. Map physical % complete from the workplan to financial structure, roll physical % complete up the financial structure to affect Revenue Accrual, Invoicing, Financial Reporting. Ability to set a task to Completed and optionally cascade this down the structure to its subtasks, including ETC and actuals. Once collected, progress information drives the following processes: 1. Progress reporting : using collected information, the status of work in a project can be reported by project team members to other team members. 2. Re-planning : use of collected Actuals and ETC to derive a new Estimate At Completion which can be used as a new planning value. For example, if 10 hours of actual effort have been incurred during the execution of work for a task and an additional 10 hours is estimated to be necessary for completion, the new Estimate At Completion is 20 hours, which can also be the new planned value. Additional progress information such as estimated dates, physical % complete can be also be used to help the re-planning process. 3. Forecasting : a financial forecast can be generated by using the physical % complete or estimates to complete that have been collected from resource assignments for the workplan.
- RCD Section 3.2.2.7 EAC = Estimate at Complete ETC = Est to Complete
- RCD Section 3.2.2.9 Enhanced project summary model Project management workbench (formerly Project Status Inquiry) in HTML (used to be ugly JAVA Forms) Project revenue, cost margin and effort performance Comparison of period-to-date and project inception-to-date amounts to show variance EAC figures Billability, billed, due, past due and unbilled Program reporting by date, progress and financial information Performance drill down by task / resource Analysis by WBS, RBS, OBS Period-based reporting Costing review, Billing Review available in HTML MRC support (global, cross-business group, operating unit, project currencies) Multiple calendars (PA, GL and global calendars) Configurability Configurable graphical format Frequently used criteria Search templates Result formats Personalized searches
- RCD Section 3.2.2.10 How much work you’ve gotten done vs how much you’ve spent
- RCD Section 3.2.2.11 Program managers need to manage multiple projects at the same time. In FP.M we’ve enabled you to track programs by grouping projects in a hierarchy, which then provides visibility of aggregate project data into a program. Progress can rollup subprojects into the program. This is applicable to both workplan programs and financial programs. (ie BCWP can rollup from workplan to financial structure via structure mapping, and then rollup program hierarchy for aggregate program reporting) Project and Program Lists , for visibility at both levels of information, if you’re managing both programs and projects. Ability to drill from programs to project details. Switch views of financial rollup data to view entire program rollup, or just program numbers for top level project.
- RCD Sections 3.3.2.1 and 3.5.2.1
- RCD Section 3.6.2 Invoice at Top Task level instead of Project as a whole
- 6 [Optional slide] Summary of differentiators plus two most recent releases
- Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
- Here we can see the internal equity analysis provided at the time of the offer. Recruiters/Managers are provided information about the highest, lowest and average salary for the MGR500.Manager job not only in the Corporate HR organization, but for that job in the entire company. Here, the manager or recruiter making the offer has this information readily available without needing to navigate to another page to get this information.
- As the manager or recruiter proceeds with creating the offer letter, he/she is presented with additional compensation options. These compensation options are created using an eligibility profile which will only allow the manager/recruiter to see compensation plans that the prospect is eligible for (could be based on a job level, location, for example). So What? This reduces mistakes during the offer process (I.e. giving a car allowance to an ineligible job) and expedites the offer.
- In a tight labor market, competition becomes fierce to find the best candidates. So recruitment offers can be delivered through email or electronic notifications to the candidate. The candidate drills into the ‘Offer’ notification.
- The candidate can see the details of the offer letter and ‘accept’ or ‘decline’ on line. So What? This expedites the process and gets critical talent hired in a more efficient manner.
- Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
- Once objectives are set and agreed to in the performance management plan, the manager and employee can track progress. Once it is time for the mid-year or annual appraisal review, the PMP becomes part of the appraisal document. Performance Management is sold separately. So What? Having the ability to align corporate objectives with individual objectives gives the workforce a clearer picture of the direction of the organization. Increases employee morale and worth
- The Talent Management home page tracks steps in the goal-setting process, making it easier for the manager and employee to set objectives as well as view and track the progress. Objectives = Goals
- Here you are seeing a ‘top down approach’, where goal setting starts at high level and cascades down (Employer of Choice is the high level goal) The Manager is able to disburse portions of goals to employees (Create a work health program)
- Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
- Learning certifications can be leveraged for renewable training. The administrator can identify the renewal period as well as when to notify the learner before the due date. So What? To keep in compliance!
- Make sure that the customer understands that all vendors may have a Talent Wheel but all but Oracle’s are missing some spokes! If the offering they are looking at cannot show how EVERY part of the Talent Wheel is supported and integrated to work with the other parts, they do NOT have a TM solution but a NICHE spoke on the Talent Wheel. Do NOT allow the Niche providers to say “It is very easy to move the data from your HR application to our Talent Application.” Make them realize that it is not only the Employee Data, which is easy to move, BUT also the underlying structures that need to be mapped and replicated unless they will provide ALL components of the TM Wheel. For example: In RECRUITING: Niche provider will talk about moving applicant data to the HR solution upon hiring or on-boarding. If all I am doing is EXTERNAL sourcing (hiring from outside the company) that would be just ducky! BUT, lets talk about best practice for retention. If I have people leaving because they don’t see OPPORTUNITY within the company, I need to proactively seek them out. Integrated analytics will give you the answer to the first question of whether you are losing folks for LACK of OPPORTUNITY, believe me you are! Once I validate that I need to change my focus from EXTERNAL Sourcing to INTERNAL Sourcing as a first resort. I need to be able to look at the current workforce and identify any qualified employees pursue either prior to External posting or concurrent with. BUT, if I have an EXTERNAL Recruitment provider I am doing these functions in TWO different places with disparate sets of data. If I use Integrated TM in Oracle HCM, I can manage that process seamlessly and to better business benefit for my enterprise. For instance, instead of EXTERNALLY recruiting for Management Position, which would require cost and time and then a long training cycle to get the person productive, I identify someone who would fit the Management Job as a Stretch Job and would be productive in a fraction of the time of the EXTERNAL person. Consequently I can Externally source a less skilled position in which the new employee is productive faster and costs less! The bigger accomplishment is that I have Pro-actively shown that there is OPPORTUNITY within the company and we are committed to develop that. With this new INTERNAL Focus on sourcing, the need for and attractiveness of Niche providers is reduced to almost nil because they don’t have access to your workforce data and cannot even validate the Turnover reasons you are trying to resolve. It also eliminates the Recruiting Niche providers argument about Superior Candidate Experience because it only addresses the EXTERNAL candidates, all INTERNAL candidates would have to manually DUPLICATE their workforce data in a Disparate system to even be considered!!! If the Niche Provider argues that you are talking about Talent Planning and not Talent Acquisition in the previous scenario, you OWN them. The reason is that now they have stepped into the INTEGRATION of DATA STRUCTURES and NOT just DATA. For example, if you want to separate the two, which you wouldn’t, now you have to DUPLICATE the core PROFILE capabilities in both systems. This is much more than duplicating a List of Values, it requires similar DATA MODELS and this is NOT EASY or CHEAP! Remember our recruitment applications leverage the Profiles at both the Person AND JOB level so comparisons can be made “apples to apples” and Not “apples to oranges” In LEARNING: Niche Learning vendors will wow you with how much CONTENT is delivered and how they Enable the Building of CONTENT. I would argue that there is enough CONTENT readily available and that what the customer should be evaluating is how their Learning solution will tie back into the Workforce data in the remainder of the Talent Wheel? Learning is leveraged in Recruitment, Performance, Career Planning and Succession Planning and Evaluated through workforce analytics that span from On-Boarding to Turnover to Compensation if you have a skill based pay organization. Learning is integrated with Performance Management as well as the Remediation device to fill skill gaps and develop for new opportunities. Again, any disconnected Learning tool would need to INTEGRATE more than just Employee Data, as Data Structures around skills, compensation, Career Planning and even Recruitment would all have to be identical to work in an INTEGRATED way. This is why the hub of the wheel is part of Core HR so it can be leveraged in all the areas of TM. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition , is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.
- This is showing an individual’s salary page. This new user interface for the professional HR user (this html page used to be viewed in Oracle’s professional forms) allows the access to view more details: Ability to delete salary proposals Allow gaps between salary proposals, end dating, retroactive and future changes Display current grade and step on assignment Display FTE on salary proposal View salary history for terminated employees View salary comparisons and market data As you scroll down the page (next slide)
- On the same salary administration page you previously viewed, you can see detailed history and salary comparisons (to similar employees as well as to market data) So What? Easily viewable in one place to look for discrepancies and to have a better handle of where workers sit from a salary perspective in the workplace. Continuing on with other compensation features, Compensation Workbench is a great manager tool to allow managers to allocate reward amounts based upon an agreed upon budget. (FYI: CWB, or compensation workbench is sold separately)
- Here, I’ll show you an example of a manager getting ready to allocate reward amounts to a group of employees
- Here you can see that this compensation plan allows for multiple compensation types (we support up to 4) as well as viewing in the corporation’s currency or in the employees’ local currency Analyze and distribute up to 4 raise/merit pools at the same time
- Here the manager selects the ‘global salary’ component and employee selection
- Here is an example of allocating pay based upon a criteria like ‘prior performance rating and job’. The manager can allocate the percentages depending upon the rating the employee received. At the end, the manager will see the employee name, base and eligible salary, % of salary, dollar amt of increase and the new salary. CWB can also be used as a modeling tool for managers to see ‘what-if’ results.
- The Total Compensation Statement, or ‘hidden paycheck’ can be viewed and printed (PDF) by employees via self-service or the compensation administrator can print statements and distribute to employees. So What? The Total Compensation Statement allows the employer to provide a full view and graphics of an employee’s compensation and benefits package. Employees can now see the employer cost of medical, dental and vision as well as any other types of compensation in addition to regular salary (I.e. commissions)
- The Total Compensation Statement, or ‘hidden paycheck’ can be viewed and printed (PDF) by employees via self-service or the compensation administrator can print statements and distribute to employees. Here we are drilling down to commissions . . .
- A drill down to the commissions view
- A New Tool to Manage HR Actions Checklist Templates Set up tasks within checklists Identify task performers High Degree of Flexibility and Automation Use “Life Event” functionality to trigger “onboarding” or “offboarding” checklist allocation Workflow delivers allocated tasks Manual modification of allocated tasks Create Lists Based on Life Events (like OnBoarding and OffBoarding) Easy Interface Organized by categories Add Tasks to a List Assign owner to each task Approval identifier Reference internal documents Distribute Tasks Assignments are distributed automatically Progress tracking Automated reminders So What? Expedites a solution and minimizes downtime. Assign owners to the task with automated reminders
- Secondment - the detachment of a person from their regular organization for temporary assignment elsewhere or reassignment - assignment to a different duty
- Here we have already created a temporary deployment type from France to the U.S The global transfer was previously a manual process with some support in the professional user interface New functionality provides an easy-to-use process oriented approach So What? Intuitive, process oriented interface Online view and audit trail of all transfers Correct process is triggered behind the scenes according to what kind of transfer you select (e.g. temporary or permanent)
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