|
The Best of the Best
This year's OHUG Global Conference, held June 9-13 in Las Vegas, was packed full of outstanding customer sessions. If you missed the conference or a great session, though, you're in luck! OHUG is putting together a webinar series comprised of the best customer sessions from conference. Check them out below:
E-Business: Compensation & Benefits
Turn Your Life Events into Super Life Events and Empower Your Employees (14185)
Presenters: Tamara Mills, Powell / CTG Consulting, and Julie Spears, SPHR, Powell Industries
Date/Time: Tuesday, Aug. 5, noon to 1 p.m. CT
Register now.
Oracle HCM Cloud: Oracle Talent Management (Fusion)
Harnessing Advanced Fusion Compensation Features (14165)
Presenters: Carolyn Brown, Omnicare, and Vikash Sethi, Deloitte Consulting
Date/Time: Wednesday, Aug. 13, 1-2 p.m. CT
Register now.
Oracle HCM Cloud: Oracle Recruiting & Onboarding (Taleo)
Taleo Recruiting: Caterpillar's Global Implementation Journey (14152)
Presenter: Nancy Gates, Caterpillar Inc.
Date/Time: Wednesday, Aug. 20, 1-2 p.m. CT
Register now.
Oracle HCM Cloud: Oracle Performance Management (Taleo)
Implementing Taleo Performance Suite - Lessons Learned (14403)
Presenters: Lydia Wolfe-Clark, Sutter Health, and Sherry Witkowski, Sutter Health
Date/Time: Wednesday, Sept. 3, 1-2 p.m. CT
Register now.
PeopleSoft: Talent Management & Talent Acquisition
The Prodigal Son Returns - Boeing's ELM Custom Manager Dashboard Returns to PeopleTools (14182)
Presenter: Brent Killough, Boeing
Date/Time: Wednesday, Sept. 17, 1-2 p.m. CT
Register now.
Headlines
News from OHUG
Taleo Learn SIG Makes Big Splash at OHUG Global Conference 2014
Earn Credits and Certification for Your Conference Participation
Save the Date: OHUG Global Conference 2015
Create and Update Oracle HCM Data from Excel
Oracle Invite: Join the Oracle Customer Advisory Panel (CAP) Program
Industry News
Survey: Employers Investing in HR Technology, Streamlining Structures
Talent Management Software Revives Stale HR Practices
Global Skills Shortage Hits Seven-Year High
CHROs: If You're Not Planning Beyond 2015, You're Already Falling Behind
Top Performing Companies Have 10 Percent More Talent Management Technologies in Place Than Others
HR's New Stat Squad
Can Shared Services Provide a Quality HR Service?
Could HR Be the Next Target?
News from OHUG
Taleo Learn SIG Makes Big Splash at OHUG Global Conference 2014
We hope you were able to join the Taleo Learn SIG for its inaugural appearance at the OHUG Global Conference 2014 in Las Vegas this year! If you couldn't make it, you missed great presentations on all things "Learn"! There were presentations on instructor-led training, my team, blended learning, dynamic groups, learning plans, workforce development from start to finish, amazing admin power tips, skills, job profiles, reporting and more reporting!
Don't worry, though, we'll be back in force next year, and we don't want you to miss out! So mark your calendar for June 8-11, 2015, to be back in Las Vegas at the Mirage again. We are already making plans to expand Taleo Learn offerings at the conference, possibly including a hands-on experience. Don't miss it!
In the mean time, make sure you join the Taleo Learn SIG to keep up with the latest in Learn activities.
—Don Rinderknecht, Taleo Learn SIG Co-Lead
Earn Credits and Certification for Your Conference Participation
Make your OHUG Global Conference experience count even more! Find out if you can receive credits or certification for your attendance.
Click here for a full list.
Save the Date: OHUG Global Conference 2015
The OHUG Global Conference 2014 was great, but we're already looking forward to next year. Save the date for next year's conference, June 8-11, 2015, at The Mirage in Las Vegas. We had such a good time, we're going back!
Create and Update Oracle HCM Data from Excel
Date: Wednesday, Oct. 15
Time: 1-2 p.m. CT
Speaker: Brad Sayer, More4Apps
Do you need to load large numbers of employees (and related information) into Oracle HR? Is employee maintenance causing you a data-entry headache? Having accurate and relevant employee information is a fundamental requirement of any ERP. Loading and maintaining this information can be an ongoing struggle for companies. More4Apps has the tools to enable the loading and maintenance of core employee and assignment information, ensuring that you can have confidence in the accuracy of your employee information. Learn about tools that enable companies to load employee, assignment and related information from Excel into Oracle HR.
Register now.
Oracle Invite: Join the Oracle Customer Advisory Panel (CAP) Program
CAP is an opt-in network of Oracle customers that provides targeted input into Oracle's product and services strategies. This feedback is given directly to Oracle executives, product development teams and various Oracle lines of business to inform future decisions that affect your experience with Oracle products and services.
How does CAP work?
Customers will opt in to the program via this URL. During this registration, you will provide your specific areas of interest, and Oracle will tailor its content to you based on these preferences. Oracle conducts focus groups, surveys and polls across its customer base as part of the CAP program, but you will never be invited to provide feedback more than once per month.
What are the benefits of joining CAP?
CAP panels are sponsored by the respective product development general managers for the product families. These GMs and their teams have committed to using your feedback to inform future product and service roadmaps. In return for your valuable input, Oracle leadership will share feedback results, insights and planned initiatives with you.
How do I join CAP?
Simply click here and you will be directed to a registration site. Upon completion of this one-page form, you will receive an email requesting additional information that will help us tailor the CAP experience to your needs.
Industry News
Survey: Employers Investing in HR Technology, Streamlining Structures
Bloomberg BNA (06/16/14) Freeman, Caryn
Thirty-three percent of human resources departments intend to boost their technology spending in the coming year, while an equal number plan to revise their HR structure in 2014 or 2015 to enhance efficiency and quality, according to a recent Towers Watson survey. "Companies are realizing the value that consumer-grade technology brings to HR and are willing to make smart investments that can grow and evolve with the business," said Towers Watson's Mike DiClaudio. "It also appears that companies are splitting their investments between core HR systems such as talent management and payroll, and next-generation technology including HR data and analytics, and integrated talent management systems." The study also found streamlining business processes was HR's top priority for the second straight year. Fifty-five percent of respondents said they re-engineered key HR processes over the past year and a half, while 49 percent improved line managers' people management capabilities. Thirty-six percent of polled employers deployed manager and employee self-service initiatives, and 31 percent refocused the role of their HR business partners. Another trend Towers Watson noted is continued growth in the use of software-as-a-service systems for central HR and talent management technologies, with businesses increasing their use of SaaS systems to support further take-up of mobile technologies and the use of HR portals.
Talent Management Software Revives Stale HR Practices
ComputerWeekly.com (06/17/14) Twentyman, Jessica
Recent studies indicate employee performance reviews are generally looked down upon by both employees and managers, but Oracle's Andy Campbell notes few business leaders are willing to eliminate such reviews. "The general view that I hear from customers is that there is value to be had from appraisals — but, in practice, much of the potential value is lost in overly bureaucratic, time-consuming processes that end up being a big drain on company time and resources, and where employees often feel they haven’t had a fair hearing," he said. "So the hunt is on to find better ways to assess the workforce." Talent management software, in which performance management applications are a central element, offers a better appraisal process designed to simplify performance reviews, make them easier to track, instill greater transparency, and narrow the focus on goals and actions. "Performance management that is actually about not just improving the 'what' but also the 'how' in the achievement of goals successfully, is inherently a social experience," noted Oracle in a recent report. "The development of competencies in support of performance is, in particular, a coaching exercise between manager and employee." The report said the Oracle Social Network Conversation tool increasingly will be incorporated within its performance management applications. Campbell also pointed out that a broader base of colleagues could be enabled by socially-facilitated performance management processes to offer feedback into individual employees' strengths and weaknesses.
Global Skills Shortage Hits Seven-Year High
HRMagazine.co.uk (07/07/14) Roberts, Hywel
The percentage of employers who cannot meet their skills requirements stands at 36 percent, the highest global level since 2007, according to ManpowerGroup's Annual Talent Shortage Survey. Fifty-four percent of 37,000 surveyed businesses say the shortage's impact on their ability to satisfy client needs is medium or high, and Manpower UK's Mark Cahill is urging human resources departments worldwide to assume new responsibilities to address the shortfall. "Successful HR leaders are increasingly efficient in recruiting talent exactly where it is needed, marketing their organization's strengths to attract the best candidates, and shaping the work model to suit their goals and employees," he said. Robert Walters' Colin Loth stressed that HR leaders must recruit teams that meet such objectives if they are to effectively support their organizations. "There is a lack of mid-level managers who have three to four years of experience at the moment," he said. "But it's not just a case of going back to 2007 and recruiting exactly the same teams as people had then. With the advancement in areas such as workplace technology and flexible working, a new range of skills is required across HR."
CHROs: If You're Not Planning Beyond 2015, You're Already Falling Behind
The Today Online (06/28/14) Dussert, Bertrand
Chief human resources officers must have a clear vision of the future, including how revenue will be sourced in 2015 and beyond, if their enterprises are to have a chance of surviving, writes Oracle's Bertrand Dussert. This is because CHROs' talent acquisition choices should be driven by the evolving business models that guarantee future success. Dussert says Oracle's interviews with CHROs worldwide shed light on interesting developments that are not always emphasized in research, such as the fact that the rate of change is continuing to accelerate, driven by new regulations and technological advancement. The challenges created by this trend call for agile and expedient leadership, while the CHRO's ability to run payroll processing becomes crucial, Dussert notes. Also cited by CHROs as a major challenge is effective change management, with stress on understanding how well the organization's ecosystem of people can accommodate disruption beyond next year. Another insight Dussert points to is the need for effective collaboration facilitated by dynamic teams with the appropriate skills, enabled by social and mobile tools. There also are strong business cases in the adoption of predictive analytics and cloud technologies for human capital management, while HR departments are moving from mass-market employee engagement to individualized interactions. The next step Dussert recommends is for CHROs to convert these insights into an action plan.
Top Performing Companies Have 10 Percent More Talent Management Technologies in Place Than Others
Zawya.com (06/15/14)
Recent research by Oracle found the top performing companies have entrenched talent management technologies that support significant benefits to their businesses. Studies reveal talent acquisition and management is the chief concern among CEOs across a broad spectrum of industries, with senior executives especially concerned about shortages of skills within their workforce, retention rates and a lack of employee engagement. "In today’s knowledge economy, employees are the engines of success and talent has the single biggest impact on a company’s growth trajectory," said Oracle's Arun Khehar. "Even though talent is a top priority for CEOs, most businesses have very little information about their people." Khehar also said executives are demanding workforce insights as well as metrics to help them create a business strategy-oriented workforce. "With workforce modeling, Oracle provides 'what if' modeling so that businesses can visually play out different scenarios within their organizations," he noted. "Moreover, Oracle Workforce Predictions provides forward-looking insight into workforce trends and performance, helping businesses to take action early by aligning human capital with organizational needs." Meanwhile, research indicates line managers are almost 33 percent more successful at recruitment, performance management and retention than human resources, and managers have assumed more talent management responsibility due to streamlining in HR departments.
HR's New Stat Squad
CIPD (UK) (06/18/14) Simms, Jane
Companies with a stronger grasp of human capital data can make more effective business decisions, measure return on investment with greater ease, and instill more accountability. The problem is the body of information on human capital is so vast that companies have trouble extracting strategic insights. "What you need ... is a dashboard of key HR metrics that are directly relevant to the business goals, and to focus down only when you need to," said HR consultant Mike Taylor. CIPD adviser Edward Houghton warns that big data is no substitute for real insight. "Most of the information you need is likely to be already in the organization," he said. "Measure and report on what you’ve got, and be transparent, but be aware of what else is out there and how it might help." CIPD is rolling out the Human Capital Framework to outline four key analytical steps, from evaluating the size and nature of the workforce, through quantifying investments in workforce development and resulting capabilities, to the effects of human capital management on the business. However, metrics are not infallible as a source of data about organizational health. "Don't use [data] to drive decisions without stepping back and taking a reality check," said Standard Life's Sandy Begbie. "You need to walk out of the HR function and find out what’s going on in the business."
Can Shared Services Provide a Quality HR Service?
HRMagazine.co.uk (06/23/14) Jacobs, Katie
Human resources directors agree HR shared services are essential to achieving cost savings, improving the quality of service provision, consolidation and freeing up time for strategy. Outsourcing services company Amey subscribes to a shared services model to support fast growth and acquisitions. “If we hadn’t had the HR shared services center set up, we would not have been flexible enough to adapt to that growth,” said Amey HR director Valerie Hughes-D'Aeth. There are some pitfalls to the shared services model, as exemplified by what FNZ's Daniel Kasmir describes as a dehumanization of the HR function. “There are tremendous gains to be had from automated processes and lower costs, but there are tremendous disadvantages in depersonalizing what goes on; you have to be really careful,” he said. HR leaders also must be mindful that any migration to a shared services model is a major change-management operation. “It has to be led by a desire to improve,” noted Perceptive Software’s Tim Hood. He also emphasizes the value of attaining buy-in from all areas of the business. Deloitte's John Baddeley cites executive sponsorship as the core success factor, and ensuring that top people are focused on this goal. “Often organizations don’t put their best people on the implementation, because the firm wants business-as-usual services,” he said. “It should be the opposite.”
Could HR Be the Next Target?
HR Magazine (07/14) Vol. 59, No. 7, P. 50 Robb, Drew
There is concern that human resources departments could become targets for cybercriminals, who would attempt to breach systems via hacking and phishing. Although firewalls and antivirus software shield HR information systems (HRIS) from broad attacks, the security of information remains prone to human error, and thus to phishing assaults. Although there are many kinds of sophisticated social engineering attacks targeting HRIS, some compromises can be decidedly low-tech, such as stealing records from unattended employee laptops. What is needed in such contingencies is a more security-minded policy, says Kennesaw State University professor Humayun Zafar. "Information security is 20 percent technical and 80 percent managerial," he said. Among the steps experts recommend for maintaining HR data security are setting the security protocols of cloud services to make data private, which also is applicable to any files housed on local servers that are Web-accessible. Experts also advise a periodic review of HR security procedures, with Zafar urging companies to fortify security if they use cloud computing, permit employees to bring their own devices, or collect big data. Training and testing employees to practice data security also is recommended, and HR already is very proficient in these areas.
Abstract News ©Copyright 2014 INFORMATION, INC.
|
|