New business of business leaders talent management, Filios Papastylianou, Oracle - presentation at the SaaS Day conference , 15.10.2014, Warsaw, Poland

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The New Business of Business Leaders: Talent Management
Filios Papastylianou
HCM Sales Dev & Strategy Leader - CEE
SaaS Day Warsaw
October 15th , 2014

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The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

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Agenda
1
2
3
4
5
The Business Landscape
The Role of HR in Service Centric Economy – Importance of Talent
21st Century HR
Talent Practices That Fuel Business Success
Q & A

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Agenda
1
2
3
4
5
The Business Landscape
The Role of HR in Service Centric Economy – Importance of Talent
21st Century HR
Talent Practices That Fuel Business Success
Q & A

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Service Centric Economy
21st Century
Your company’s value is driven by people
Take Care of Your Employees
Take Care of Your Customers

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How Does a Services Centric Market Drive Business Transformation?
•Changes in Portfolio?
•From Product to Service
•From point solutions to one stop shop
•Changes in Delivery?
•From product shipping to services delivery
•From local for local to global for local
•Changes in Market?
•From shops to web
•From direct channels to agencies/partners

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Speed of Business is Increasing
SKILL GAP
TIME
RECESSION
INNOVATION
GLOBAL EXPANSION

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And the Workforce Is Changing
10K people will turn 65 every day for the next 16 years,
many leaving the workforce with critical skills and knowledge
Source: Pew Research, 2013
?

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Agenda
1
2
3
4
5
The Business Landscape
The Role of HR in Service Centric Economy – Importance of Talent
21st Century HR
Talent Practices That Fuel Business Success
Q & A

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The percentage of CEOs and CFOs want HR to be a key part of strategic planning.
“Organizations characterized by a tight alignment between human resources (HR) departments and lines of business earn more than twice the revenue per employee as those organizations where HR and business run separately.” *
How important is your role?
* Bersin & Associates, Karen O’Leonard, “The HR Factbook 2011: Benchmarks and Trends in HR Spending, Staffing and Resource Allocations,”

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CxOs Major Concern
53%
Insufficient talent within the organization as a whole
49%
Insufficient leadership talent
48%
Lack of alignment of individual and business objectives
42%
Low employee satisfaction
23%
Poor decisions related to global sourcing
22%
HR costs
8%
Low level of diversity
9%
None of the above

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The right talent enables you to capitalize on new market opportunities
Talent is the #1 Priority of CEOs Worldwide
The right talent drives strategic initiatives
The right talent boosts innovation
Executives who focus on their “talent management strategies … generate as much as a 7 percent boost in revenue and profit performance over their less talent-focused peers.” *
* Corporate Executive Board, “Becoming a Talent Champion: Refocusing Executives on the Five Talent Activities That Matter,” March 28, 2011.

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Why Talent Matters: Value and Money
•Value of Top Performers – Two, three times even 12 times the performance of average employees (Ulrich and Smallwood)
•Cost of Losing Talent – 1 ½ times burdened salary. Cisco estimates losses of $250K for each talented engineer it loses. Bristol Meyers Squibb loses $500K for each senior leader lost (HCI).
•Cost of Poor Hire – $300K average impact in knowledge-economy firm (Sullivan)
•Impact of “bad fit” executive hires – 40% fail within the first 18 months (Charan)

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•Engagement Levels – Only approximately 25% to 55% of employees are engaged (Watson Wyatt and CLC)
•Breakeven Point – 6.2 months for a manager to become productive in a new job (Watkins).
•Manager Ripple Impact – On average, a manager’s actions impact 12.4 people in a company (Watkins)
•Deployment – Only about 20% of employees do what they do best at work (Buckingham)
Why Talent Matters: Productivity

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•Performance Expectations – Less than 50% of employees know what is expected of them at work (Stolovich)
•Performance Management – Employees who understand what is expected of them and how that contributes to the goals of the business are 68% more productive than employees that don’t. (Towers Perrin)
Why Talent Matters: Productivity – Cont.

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Agenda
1
2
3
4
5
The Business Landscape
The Role of HR in Service Centric Economy – Importance of Talent
21st Century HR
Talent Practices That Fuel Business Success
Q & A

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Talent Complexity
01
Social Changes Everything
02
Impactful Data and Analytics
03
Employees Want a Customer Experience
04
Four Major Forces Behind 21st Century HR

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What is Modernizing HR all about?
Powering HR’s business contribution
Simplify Managing Your People
Leverage leading technology to accelerate business performance on your terms—on-premise or in the Cloud
Manage global growth and local compliance with the right information at the right cost
Accelerate Business Transformation
Drive end-to-end talent strategy that’s built for your people, your business, your future
Build the Best Talent

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Where are you today, where do you want to be in X years?
The 4 maturity stages of HR
Empowering HR
Empowering the Workforce
Empowering the People
Empowering the Business

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Agenda
1
2
3
4
5
The Business Landscape
The Role of HR in Service Centric Economy – Importance of Talent
21st Century HR
Talent Practices That Fuel Business Success
Q & A

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Three Talent Imperatives
Align People With
The Business
Build Talent Pipelines
Develop Their
Leaders

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24
“the team with the best players wins.”
Jack Welch
Filling Talent Pipelines
Identify the right groups to fill future positions and leadership roles

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Hiring and Onboarding
Difference between success and failure, and between mediocrity and greatness.
Balancing quality of hire with the speed of hiring is a key issue for line-of-business leaders

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Learning and Development
Create specialized development programs, career plans & compensation structures
“The most significant contribution leaders make is not simply to today’s bottom line, (but) to the long-term development of people and institutions, so they can adapt, change, prosper, and grow.”*
* Barry Z. Posner and James M. Kouzes, The Leadership Challenge

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Career Planning
Succession and Career Planning
Have a ready supply of successors groomed by strong talent development efforts.
Balance business objectives with talent mobility strategies
Succession
Talent Mobility

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Goal Aligment
Performance Review & Coaching
Compensation & Reward
Performance Management and Compensation
Can your talent support your business goals?
High-performing teams have been shown to generate as much as 30 percent more revenue per full-time employee than average teams.*
* Mark E. Van Buren and Jon M. Werner, “High Performance Work Systems” Business and Economic Review, October-November-December 1996.

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Key Enablers to Support Talent Management for Business
Insight: Connecting the dots
Data: capture, aggregation, consolidation
Decision Support: presented on leaders terms

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The fact
Many employees have more comprehensive profiles in LinkedIn than they do in their corporate HR system. That must change.
Oracle Confidential – Internal/Restricted/Highly Restricted
31

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Mark Hurd
President Oracle
“Strategic talent management is no longer a nice-to
have investment….it's a key driver of business
success and financial performance. In fact, it's the
number one issue for CEOs today.”

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Your Path to Growth is Paved with Obstacles
Your Software Shouldn’t Be One of Them.

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