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Case Study: How Talent Management Helps Drive HRD at Oracle

Case Study: How Talent Management Helps Drive HRD at Oracle. KC Yuen Director, Organization & Talent Development Asia Pacific November 1, 2013. Human Capital – A Key Factor for Success.

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Case Study: How Talent Management Helps Drive HRD at Oracle

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  1. Case Study: How Talent Management Helps Drive HRD at Oracle KC Yuen Director, Organization & Talent Development Asia Pacific November 1, 2013

  2. Human Capital – A Key Factor for Success “When it comes to human capital, companies get the highest returns from investments in leadership and talent development.” Identifying and Grooming Leaders Developing Employees SUCCESS Managing Promotions Employee Communications Study by The RBL Group and PricewaterhouseCoopers shared at the Singapore Human Capital Summit (SHCS) 2013,

  3. Oracle – The Reality We Face Today Our View of Talent Management Why Focus on Talent Management? Challenges of Talent Management: Integrating Talent Management to Business Needs Using Talent Management to Drive Focused Development Panel Discussion Agenda

  4. Oracle CorporationThe Reality We Face Today SCALE INNOVATION • $37.2B in revenue on a trailing twelve-month basis* • #1 in 50 product/industry categories • 400,000 customers in 145 countries • 25,000 partners worldwide • Over 120,000 employees • 15 million developers – the largest developer community worldwide • 35,000 developers and engineers • 18,000 customer support specialists, speaking 27 languages • 18,000 implementation consultants • 2.5 million students supported annually • 850 independent Oracle user groups with 800,000 members * Total GAAP revenue reported in FY2013

  5. Significant Inorganic Growth 85+ Acquisitions Since PeopleSoft

  6. What Is Talent Management? Our Definition The systematic attraction, identification, development,engagement, retention, and deployment of individuals within Oracle Talent management is… September 2013

  7. The Definition of Talent Management Varies, The Purpose Does Not To determine the right talent with the right skills at the right time to ensure the right fit To attract, develop and retain To focus on the value of top talent in the organization To identify and prepare the next wave of leaders in the organization for critical business positions.

  8. Why Focus on Talent Management? • Talent Management September 2013

  9. The Top Five CEO Challenges in 2013 Are Talent Related 5 4 3 2 1 Challenges Strategies Summary Report The Conference Board CEO Challenge 2013 www.conferenceboard.org

  10. Why Focus on Talent Management? 12x Organisations that do a good job developing and executing their high potential strategies are 12 times more likely to positively impact bottom-line results and business growth. • Talent Management The Art and Science of Building a High-Potential Strategy, Bersin & Associates, Nov 2011 September 2013 September 2013

  11. Challenges of Talent ManagementExternal Environment • Almost 6 out of 10 companies have difficulties attracting talent • Towers Watson 2011/12 Talent Management Study in the U.S. • Almost 53% of CEOs see talent shortage as a top threat to business expansion • PwC’s Annual Global CEO Survey Jan 2012 • Companies struggling to retain critical talent increased by5% in the U.S. (31% to 36%) • Towers Watson 2011/12

  12. Challenges of Talent ManagementInternal Processes DATA ACTION-FOCUS ALIGNMENT • Talent Management process & business strategy • Matching organizational needs with individual career aspirations • Data Analytics and a global view • Visibility of data • Use of data in strategic talent decisions • Tracking of development actions and follow up • Reports to analyze development needs GLOBAL RESOURCE INTEGRATION CONSISTENCY • Populations reviewed • Assessments of performance and potential - calibration • Development activities offered • Break down silos • Challenge manager mind-sets • Cross LOB collaboration • Insight from multiple systems that enables more strategic decisions

  13. Integrated Talent Management Oracle Fusion HCM Oracle Fusion Human Capital Management Oracle FusionTalent Management Recruitment and On-boarding + Social Mobile Integration Analytics Reliable Secure Global Payroll Learning andDevelopment Performance Management Global HR Workforce Management and Portrait Engagement and Retention Compensation and Rewards Talent Review

  14. Integrating Talent Management and Business Strategies 3 Better Business Outcomes Understanding and Managing Talent 2 1 Key Business Strategies and Goals • Reduce cost • Increase profitability • Reduce attrition • Drive more growth • Improve productivity • Attracts more people • Do I have the right skills to achieve my business strategy? • Where are the strengths and weaknesses in my organization? • Where are the gaps between my future critical roles and my currently talent pool? • What are the aspirations, commitment and capabilities of my talent? • What does the business actually require today? • What does the business need in the future? • Where is the growth coming from?

  15. Kick-Off / Business Objectives Business Transformation & Workforce Planning Quarterly Review Business Planning and Budgets JUNE Quarterly Review Aligning Talent Management with Business Cycle Quarterly Review MARCH SEPTEMBER Quarterly Review Mid-Year Meeting DECEMBER September 2013

  16. Employees creates Portrait on Fusion Talent Reviews to Drive Development • Managers Determine Growth Potential, Risk and Impact of Loss for their Employees • Implement Individual, Group Development Actions • Managers Conduct Talent Reviews • Employees Create and Update Development Plan and Share with Manager • Managers and Employees have a Career Conversation

  17. The Employee Portrait Employee’s Career Plan Employee’s Experience and Qualifications 16 types of information an employee can record about their education, accomplishments and experience

  18. Benefits Fusion Employee Portrait

  19. Talent Grid High High Performance High Growth Potential Two key dimensions: Performance Growth Potential GROWTH POTENTIAL At PERFORMANCE Low High

  20. Talent Grid Two key dimensions: Performance Growth Potential

  21. Management View of Existing Talent

  22. Management View of Existing Talent • Risk/Impact of Loss

  23. Conducting the Talent Review Meeting Data presented supports open discussion enabling new insights, support decisions

  24. Challenges of Talent Management How does Talent Review help?

  25. Strategic Intent: Leadership Development

  26. Smarter Talent Development Decisions • Deeper insight on Talent pool • Integrated and scalable Talent Management • Smarter decisions to attract, develop, retain critical Talent Limited Data Disparate Systems Talent Shortages

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