The Essential Elements to Succeed with Talent Management

1. The Essential Elements to Succeed with Talent Management

2. Agenda • Why the Need for Talent Management! • Essential Elements of Integrated Talent Management • Key Considerations When Starting a Talent Management Initiative • Functional Overviews • i-Recruitment • Performance Management • Learning Management • Compensation Workbench • Q&A / Summary

3. Talent Management is … • One Part Mindset • One Part Practices • One Part Technology Giving Those that Have the Talent Mindset the Capability to Deliver

4. Gartner: What To Expect From Your System

5. “A successful Talent Management integration strategy focuses on simplification and avoidance of redundancy.” Jim Holincheck, Gartner’s lead HCM analyst

6. Oracle EBS Talent Management SuiteA Comprehensive Talent Management System User Productivity Kit Business Process Modeler Collaboration Suite Portal, HR Intelligence, Web-based Self-Service Applications Learning Management Compensation Solutions Succession Planning Career Planning Performance Management Recruiting HR Intelligence/DBI Competency/Profile Management Integration – Single Sign On, Workflow, Warehouse Core HRMS

7. Example Talent Management Customers "We don’t hire commanding officers, we grow commanding officers. PeopleSoft ePerformance gives us the ability to grow and retain highly talented people.” -- Captain Thomas Broderick, United States Navy “As we serve global clients in a single, unified fashion no matter the location of delivery, Oracle Learning Management allows us to create consistency in our associates’ knowledge and create a unified company across the 26 operation centers we operate in the USA, China, India, Philippines, Poland, Hungary, Romania, UK,  and Mexico.  We could not maintain our rate of opening a 1,000 employee based office each quarter without these tools.” -- Steve Jolly, Vice President, Genpact

8. Everyone is concerned about talent.

9. Demographic Shifts and Workforce Globalization Have Created a War for Talent Aging Workforce + Less Skilled Workforce = Talent Crisis Numbers of jobs and workers, in millions (adjusted for multiple job-holding) Projected Gap In Skilled Workers by 2020 15 Million 190 Skilled Jobs 180 Unskilled Jobs 170 Work Force 160 150 140 2020 1990 2000 2010

10. Executives Need Answers to Key Questions • Are we retaining the best employees and where did we recruit them from? • Who are our top performers? How can we hire and develop more people like them? • Do workers have the skills needed to achieve performance goals? • Are the learning initiatives positively impacting performance? • Where is talent demand outpacing supply? • How much is turnover costing in customers? In productivity? In innovation? In quality? • What are the financial consequences of talent decisions on our business?

11. <Insert Picture Here> Essential Elements of Integrated Talent Management

12. Talent Life Cycle Talent Planning Measure and Report Recruiting Succession Planning Performance Management Learning & Development Compensation Career Planning

13. Getting Answers Requires Integration

14. Facts Tell……. Stories Sell…….

15. Customer Success ProfileBimbo Bakeries USA • COMPANY OVERVIEW • Consumer Packaged Goods Industry • Location: Ft. Worth, TX • $1.2 Billion in Revenue • 7,000 employees • CHALLENGES/OPPORTUNITIES • Lack of integration between HR, Payroll and Financials • Duplicate manual data entry • Wanted an integrated talent management solution • Difficulty with reporting • ORACLE E-BUSINESS SUITE • Human Resources • Payroll • Advanced Benefits • Self Service • Talent Management: • Compensation Workbench • Performance Management • Financials • RESULTS • Integrated HRMS and Financials eliminated the many manual entries • Utilization of Employee and Manager self-service increased the accuracy of critical employee data needed for reporting. • Leveraged Oracle HR and Payroll best practices • Rolled-out an automated performance management solution • Advanced Benefits simplified management of complex plans and exportation of date to 3rd party vendors. Source: Xcelicor February 2007

16. Customer Success Profile CUSTOMER QUOTE: “Our recruiting strategy is helping drive growth for our company worldwide.  Oracle iRecruitment has enabled our company to significantly improve our global staffing processes and reduce time to fill.”  • COMPANY OVERVIEW • High Technology Industry • Location: Portland, OR • 4,300 employees • CHALLENGES/OPPORTUNITIES • Single source of workforce information • Strong recruiting functionality • Global functionality • ORACLE E-BUSINESS SUITE • Human Resources • Self-Service • Talent Management • iRecruitment • Learning Management Kathy Gallaway Senior Manager, HR Systems & Payroll Tektronix • RESULTS • Streamlined HR operations with a single, integrated Global system • Standardized and automated recruiting processes globally • Reduced ‘Time-To-Fill” vacancies by 7-10 days • Increased service levels to candidates • Improved candidate tracking and compliance • Gained greater visibility into candidate pipelines • Improved collaboration between recruiters and candidates • Decreased manual data entry with integrated HRMS solution

17. <Insert Picture Here> Key Considerations When Planning Your Own Talent Management Initiative

18. A Show of Hands – Your Entry Point • Recruiting? • Performance Management? • Learning and Development? • Compensation? • Succession / Leadership? • Workforce Analytics? • A Combination?

19. Key Considerations • Business Objectives • Current Application Environment • Talent Management Strategy and Vision • Integrated Solution vs. Interfaced Solution • Implementation approaches • Business Community Support • Business Intelligence

20. Integrated Solution vs. Interfaced Solution Some client feedback… • Build a complete Talent Management Strategy around a core HR system of record • Understand the long term impact of interfaced solutions • Limited business flexibility • Time, resources, and costs to develop, test, deploy • Both IT and business resources impacted • Effort incurred with each application change, upgrade, etc. • Ultimately, great challenges with reporting and analytics

21. Business Intelligence • What are the critical questions your business will demand answers for? • How will your ERP platform deliver the information needed? • What are the dependencies and possible limitation with other applications, such as Financials or other point solutions/ASP/SaaS? • What are the implications to an interfaced solution versus an integrated solution? • Begin with the end in mind

22. Summary • Business conditions and labor markets require a focus on talent management via a comprehensive and well-executed HCM strategy • HCM technology plays a key role to deliver an integrated talent management strategy • Single, enterprise-wide system with a competency foundation • Integrated programs and business processes • Business intelligence • Development and execution of Talent Management is accomplished in multiple phases, and every firm is at a different point

23. Functional Overviews I-Recruitment

45. Functional Overviews Performance Management

46. Define Individual Goals & Competencies Manager Self Service Manager’s task list

47. Define Individual Goals & Competencies Setting Objectives Cascade objectives downwards Set objectives for individual employees

48. Define Individual Goals & Competencies Employee Self Service Only active tasks are enabled

49. Track Objectives ProgressPersonal Scorecard View of employee’s scorecard after objectives setting