oracle's modern hr in the cloud


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Modern HR in the Cloud John F Hansen Vice President, HCM Product Management


HR Today: New Trends & Expectations


Take Care of Your Customers

Take Care of Your Employees

Your company’s value is driven by people

21st Century Service Centric Economy


Global Shortage of Qualified Labor 01

Technology Is Driven by Consumers 02

Data Rich, Information Poor 03

Social Changes Everything 04

Four Major Forces Behind 21st Century HR


01 Global Shortage of Qualified Labor

Need for talent greater than ever Number of unfilled positions up by 2 million since 2009 Chronic labor market imbalances likely disrupting global business

Source: U.S. Department of Labor


02 Technology is Driven by Consumers

Employees are connected and can get things done when and where they want

61% of companies report employees using mobile devices at work

Source: Avanade, Work Redesigned Global Survey, 2013

Mobile-enabled processes will almost double by 2014 Source: Cedar Crestone, HR Systems Survey, 2013


03 Data Rich, Information Poor

Technology has empowered HR and created new executive expectations

Only 15% organizations use multi-sourced data; they delivered 12% higher sales per employee

Only 15% of organizations deliver data and analytics capabilities to their managers

Source: Cedar Crestone, HR Systems Survey, 2012 & 2013


04 Social Changes Everything

67%

use social technologies in workplace

87% 68% Business Leaders

End Users

IT Decision Makers

Source: Avanade, Social Collaboration Global Survey, 2013

As of 2012

Facebook boasted >1 billion users

LinkedIn had 187 million members

Twitter had 200 million members Sources: Facebook, LinkedIn and Twitter


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

?

Embracing the Change with Modern HR


Talent Centric

Collaborative

Insightful

Engaging and Mobile

01

02

03

04

Tenets of Modern HR

14 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

38%

33%

32%

32%

30%

28%

22%

18%

17%

15%

Improving top- and bottom-line

Expanding into global and new markets

Cutting and managing costs

Acquiring/serving/retaining customers

Managing human capital

Developing new products and services

Addressing risk and regulatory

Investing in innovation/R&D

Leveraging technology

Capitalizing on M&A/divesture/

Source: “Talent Edge 2020”. Deloitte, 2012

CEO Strategic Agenda Survive, then Thrive

Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 12 15

HR and Talent Issues IMPACT the CEO Agenda

Have talent constraints impacted your company's growth and profitability over the past 12 months in the following ways? Q:

Production and/or service delivery quality standards fell

Talent-related expenses rose more than expected

Unable to innovate effectively

Unable to pursue a market opportunity

Cancelled or delayed a key strategic initiative

Unable to achieve growth forecasts in overseas markets

Per

cent

age

of C

EO

Res

pond

ents

45

40

35

30

25

20

Unable to achieve growth forecasts in the country where we are based

Source: PwC 15th Global CEO Survey 2012

Why Do Talent Issues Worry CEOs?

Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 12 16

When making decisions, how important is it to have information on each of the following talent-related areas? For those areas that are important to you, how adequate is the information that you currently receive? Q:

Per

cent

age

of C

EO

Res

pond

ents

100

80

60

40

20

0 Turnover

Costs ROI on

HCM

Assessments of internal

Advancement

Labor costs

Employees’ views and

needs

Staff productivity

Information received is comprehensive

Adequate but more needed

Not adequate

No information

HR and Talent Issues require INFORMATION for Insight

Source: PwC 15th Global CEO Survey 2012

Why Do Talent Issues Worry CEOs?

17 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

What Talent Issues Worry CEOs?

Source: Economist Intelligence Unit Survey, May 2012

(% CEO Respondents)

58 Insufficient talent within the organisation as a whole

43 Insufficient leadership

talent

41 Lack of alignment of

individual and business objectives

38 Low employee satisfaction

29 Poor decisions related to global sourcing

29 HR Costs

9 Low level of diversity


Modern Work Requires New Tools and Technologies

67% 38% Increase in Collaboration

76% Increase in Working with Data

Easy and Intuitive is Most Important

While 99% of employees use some form of technology on the job, less than 40% feel they have the technology needed to be productive

Source: CEB Breakthrough Performance in the New Work Environment, Executive Guidance for 2013

How We Work Is Changing

Source: CEB Help Desk Benchmark Database, IT Performance Benchmarking


<30%

70%+

Only 39% of businesses are currently using integrated analytics from HRMS / HRIS 62% still on spreadsheets

Get comprehensive information in most cases

Source: Visier Inc. 2012 Survey of U.S.-Based Employers; conducted by Fisher Vista

CEOs believe relevant workforce information is important or very important

Source: PwC 15th Annual Global CEO Survey, 2012

Workforce Insights Are Now Business Critical

i

Delivering Modern HR in the Cloud


Modern HR Systems Are

Talent Centric Find, Grow, and Retain The Best People

Collaborative Integrate Social Capabilities to Enable Collaboration Throughout the Organization

Insightful Provide Complete Workforce Insights for Every Department

Engaging and Mobile Make it Easy for Everyone to Use on Every Device

01 02

03 04

Talent Centric Find, Grow, and Retain the Best

§  Find great hires faster via social employee referrals and your fans and followers

§  Empower managers with intuitive recruiting tools

§  Intelligently screen candidates §  Streamline onboarding

Recruiting and Social Sourcing"

It is our talented workforce that is taking care of our customers that ultimately makes the biggest difference for Hyatt.

~ Randy Goldberg, Vice President of Recruiting at Hyatt

“”

§  Conduct a complete talent review process with interactive 9-box framework

§  Get early warning on retention risks through predictive analytics

§  Help employees define career objectives through talent profiles

Predictive Retention Risk

Talent Centric Find, Grow, and Retain the Best

Now we have technology that will grow with us and has enabled us to capture, nurture, and really propel the human workforce in the organization to a new level.

~ Segar Annamalai, CIO, ACC / WCU

“”

Collaborative Encourage Employee Collaboration with Integrated Social Capabilities

§  Connect employees with an integrated social network

§  Enable every employee to build a rich social profile with an intuitive, Facebook-like UI

§  Help teams to easily network, learn and collaborate

§  Get a more complete view of employee performance through social feedback

Oracle Social Network

Oracle Social Network is tightly integrated with Oracle’s cloud applications, including Oracle Sales, Human Capital Management, and ERP cloud services.

~ Ovum Research

“”

Insightful Complete Workforce Insights for Every Department

§  Real-time transactional intelligence with hundreds of pre-built KPIs

§  Reporting without limits §  Predictive analytics and what-if modeling §  HR Performance benchmarking with big data

HR Performance Benchmarking

These innovations will translate into better guest and team member experiences and enable Red Robin to be a continued market leader.

~ Chris Laping, SVP, Red Robin

“”

Engaging and Mobile Easy for Everyone to Use on Every Device

§  100% of application is available on modern mobile devices

§  Single intuitive user experience across devices and platforms

§  Easy to use, requiring zero training Modern HTML5 Experience

Mobile enablement and real-time access to actionable data that will significantly improve the experience for HR professionals, managers and employees.

~ Evelyn Fuessinger, CEO, Siemens GSS

“”


Social Services – Employee Collaboration

Platform Services

Common Infrastructure Services

Workforce Rewards

Workforce Management

Global HR Workforce

Optimization

Performance and Succession

Recruiting and Onboarding

HR and Talent Analytics

Social

Learning and Development

Mobile

Do It All with a Complete Solution


Modern HR in Action


GLOBAL HR & TALENT CLOUD CUSTOMERS

+


GLOBAL HR & TALENT CLOUD END-USERS


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oracle's modern hr in the cloud

Business

achieve growth

hr systems

cedar crestone

rights reserved

information

employees

amp

adequate