The New Business of Business Leaders: Talent Management, Filios Papastylianou, Oracle @ SaaS Day, 15.10.2014, Warsaw

1. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | The New Business of Business Leaders: Talent Management Filios Papastylianou HCM Sales Dev & Strategy Leader - CEE SaaS Day Warsaw October 15th , 2014

2. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Safe Harbor Statement 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.

3. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

5. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Service Centric Economy 21st Century Your company’s value is driven by people Take Care of Your Employees Take Care of Your Customers

6. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

8. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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 ?

10. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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,”

11. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

12. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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.

13. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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)

14. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | •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

15. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | •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.

17. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

18. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

19. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

22. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 24 “the team with the best players wins.” Jack Welch Filling Talent Pipelines Identify the right groups to fill future positions and leadership roles

23. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

24. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

25. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

26. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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.

27. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Key Enablers to Support Talent Management for Business Insight: Connecting the dots Data: capture, aggregation, consolidation Decision Support: presented on leaders terms

28. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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

29. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 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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