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Copyright © 2014, Oracle and/or its affiliates. All rights reserved.1 Confidential – Oracle Internal
How to manage your talent through the digital disruption era
Session Code: HRSA07
Copyright © 2014, Oracle and/or its affiliates. All rights reserved.2 Confidential – Oracle Internal
How To Manage Your Talent Through The Digital Disruption Era
Ronnie ToerienHCM Sales Development & Strategy Leader - Africa
Copyright © 2014, Oracle and/or its affiliates. All rights reserved.3 Confidential – Oracle Internal
New, disruptive challenges for both employees and employers
Problem: Today’s fast-paced changes in business and the pressure for increased productivity, innovation, and profits has taken a toll on both employees as well as employers.
Employees: Feel more and more disengaged and that the only way to advance may be to leave the company, but are worried about prospects and likely disruption in their lives.
Employers: Are worried that productivity is not increasing fast enough, that they are losing the war for talent, and that the competition is out-innovating them or worse, that an unknown company will disrupt their business entirely.
Copyright © 2014, Oracle and/or its affiliates. All rights reserved.4 Confidential – Oracle Internal
New trends and technologies are all around us
Social Media: Our lives are becoming more online and the line between our “work” persona and our “life” persona is fading.
Wearables: Wristbands, glasses, headsets, etc. are ubiquitous and are monitoring data about our vital signs.
Quantified Self: Data from wearables, apps in our smartphones, monitors on our nightstands, infrared spectrometers, etc. are streaming data about our activities, vital signs, what we eat, etc.
Self-directed behavior change: Intrinsic motivations (autonomy, mastery, and purpose) linked to useful triggers and processes.
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Trends, Technologies, and Modern HR are converging
HR mission: Find a way to apply these new trends and technologies to the workplace challenges in a way that respects privacy and encourages adoption.
Employee-centered: Recognize that the trends, technologies, and challenges are all about the employees as individuals.
– Personalized: One size does not fit all– Control: Nothing about me, without me
Unified: Connect trends and technologies in useful ways to existing HCM system to better meet employee needs while delivering business results.
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HOW DO YOU WORK?
YOU PLAY.
YOU CONNECT.
YOU SHOP.
ONLINE
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1 OUT OF EVERY5 MINUTES IS SPENT SOCIAL NETWORKING
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Source: Cedar Crestone 2011-2012 HR Systems Survey
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Yet…
Only 3% of the workforce is using social technologies at work today.
Source: Cedar Crestone 2011-2012 HR Systems Survey
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Social Changes Everything
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Social Collaboration: HCM of the Future
Copyright © 2014, Oracle and/or its affiliates. All rights reserved.11 Confidential – Oracle InternalCopyright ©2009, Oracle. All rights reserved.
Social Collaboration
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Social Learning
Cloud Tagging
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• Social: Enable SMEs to capture and share ideas and best practices using rich media, and enhance their reputation
Contextual: Embed directly into business processes to provide real-time in-line learning within HR, Talent and other Enterprise Cloud Apps
Intelligent: Showcase content relevant to a job profile, goals, and career aspirations. Our recommendation algorithm delivers personalized suggestions based on 100+ enterprise objects
Consumer Grade: Publish and consume from any modern device, on any network (3G, 4G, Wi-Fi)
Scalable and Secure: Backed by the Oracle Cloud
Learning– Designed for the way you want to learn
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Social Performance
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Probability of turnover for disengaged employees compared to less than a
1%
Probability among highly engaged employees.
23%
Source: Corporate Leadership Council
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The Financial Impact of a Top Performer
Source: Lou Adler, ERE.net July 2012
It is estimated that the financial impact of hiring a top performer is 10 -100x the person’s compensation
Therefore, hiring a single top performer at $100 K has the potential for adding $1 million to $10 million to a company’s revenue each and every year that the new hire remains with the firm
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Social Recruiting
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Top Talent is within Reach
1. Employees 2. Fans & FollowersTwo Key Channels:
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Start with Your Employees: Turn every employee into a recruiter
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Social Connections are the New Currency
Social Connections are used for Sharing Information and Opinions
People are Only Separated by 4.74 Degrees
RelationshipSource: Facebook & University of Milan Research Study
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Jill Davidson@Twitter handle
Your Employees are Social
Mary JanDirector of Sales
Current Employer: Current Employer: Current Employer:
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relationshiprelationship
relationship
Employees become
Recruiters
Leverage Employee’s Established Relationships
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Recruit Through Employees’ Relationships
100+ Direct Connections
Per Employee
EngineerProductExec.
Controller
Attorney
IT Mgr.
Retail Clerk
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These Relationships Aren’t Being Fully Tapped
Even worse…
Most of your employees’ friends aren’t proactively applying.
Many prospects don’t respond when recruiters reach out cold.
Bonuses alone don’t motivate employees to refer on a consistent basis.
Your employees’ connections
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#1 MISSED OPPORTUNITYIN SOURCING
UNTAPPEDREFERRALS =
2,000 EMPLOYEES x 100 FRIENDS x 100 FRIENDS OF FRIENDS = 20 MILLION CONNECTIONS
Copyright © 2014, Oracle and/or its affiliates. All rights reserved.26 Confidential – Oracle InternalCopyright ©2009, Oracle. All rights reserved.
Referrals: The Proven, #1 External Sourcing Channel
Figure 4: Value of referrals
High performance 42%
Lower turnover 33%
More diverse 30%
Higher quality per hire 49%
Lower cost per hire 53%
Other 2%
Faster time per hire 46%
10 20 30 40 50 60
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Socialize your Referral Program
Alert employees regularly. Help them recommend jobs… Watch referrals roll in.
Jane SmithNew York, NY
Bob JonesPhiladelphia, PA
Ralph EdwardsSeattle, WA
Referred Prospects Apply or Join Your Talent Community.
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Common Results
100%+ overall increase in referral applications after implementing social referrals for 12 months.
25%+ increase in referral hires tracked directly back to social referrals after 12 months.
After
Before
AfterBefore
Hidden Impact:
Source: Boomerangs Career Site Job Boards
% Appliesinitiated by
referrals:53.1% 33.3% 27.6%
Hidden impact
on other sources
Source:2012 Sources of Hire, By: CareerXroads
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Engage your Fans & Followers:Attract “Fandidates”
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Your Brand is Social
RetailCo™ Big Beats! Defense, Inc. ThePharma Co.
13,292 Fans
143,197 Fans
7,876 Fans
14,345 Fans
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Fans Make Great Candidates (“Fandidates”)
RetailCo™ Fan Page 1,800+ POTENTIAL CANDIDATES FOR NEW STORE IN SYDNEY
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Tracking and Reporting:
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Referral Data from Social Sourcing ATS
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Analytics Dashboard & Reporting
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One Integrated Solution
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An Automated, Integrated, Mobile-Ready Solution
Talent Pipeline
Social Employee Referrals Social Job Distribution
Search, Apply, & Refer on Mobile
Analytics Dashboard
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Social Sourcing: A Key Piece of the Puzzle
Source
Hire
On-boardDevelop
Reward
Plan
Social Referrals
Social Job Distribution
Talent Pipeline
Recruiting and Hiring
Employee On-Boarding
Learning and Development
Engagement and Retention
Social Mobile
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It’s not a “nice-to-have” – it’s a “gotta have.” Using social media as a means to source talent is here to stay.
Katherine JonesBersin Analyst & Blogger: Technology For Talent
Social Sourcing: A “Gotta Have”
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Work Life Solutions for HCM
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Employees want insight and the tools to better achieve development / performance goals in ways that align to both their personal life and career goals.
Employers want to attract and retain engaged top talent and the strategic insights as well as cost savings that come from individuals using these tools and sharing their insights.
Identity for the employee aligned with the company
Work Life
Solutions
My Competitions
My Reputation
My Wellness
Future…Future…
Copyright © 2014, Oracle and/or its affiliates. All rights reserved.41 Confidential – Oracle InternalCopyright ©2009, Oracle. All rights reserved.
Work Life Solutions
– My Reputation: Monitor and modify your social profile, presence, and reach across social media and any tools that leverage social engagement.
– My Wellness: Correlate wellness-related metrics such as activity and sleep with work-related measures such as output, innovation, and engagement.
– My Competitions: Quickly create and run contests comprised of individuals or teams that are ranked based on various metrics or voting results.
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Our presence in internal/external social media has become a representation of ourselves to the rest of the world.
Our reach and influence are more and more reflected in:
– How our capabilities and what we communicate and do in social media is echoed, referenced, and recognized by others.
– How we do the same for others.
My Reputation – Up to date insight into social influence and workforce capabilities
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Wellness improves both well-being as well as balance in work-life integration
Taps into the Wearables/“Quantified Self” trend
Allows an employee to track key fitness data and see improvement over time
My Wellness – Linking Individual Wellness Goals and Employer Healthcare Costs
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Set and get progress feedback toward wellness goals
Get recommendations on behaviors that can increase wellbeing
Provides insights that can help employees improve wellness
Uses game mechanics to help employees achieve wellness goals
Provides employers healthcare savings
My Wellness – Linking Individual Wellness Goals and Employer Healthcare Costs
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Monitor, suggest, track, and influence individual, concrete behaviors
Connect changes in enterprise systems to targeted behaviors
Record recognition by colleagues of targeted behaviors
Put standings of monitored behaviors into context relative to other participants
My Competitions – Align individual motivations and behaviors to business outcomes
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HCMThink of what it coulddo for your business
SVP CEO CFO
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How to manage your talent through the digital disruption era
Session Code: HRSA07