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Spotlight on New Board Member Darla Duquette
Darla Duquette recently joined the OHUG Board of Directors to serve as the voice for the Taleo community and assist with setting the strategy and goals for the HCM community.
 We caught up with Darla to ask her a couple questions about herself and the role of Taleo within OHUG. We spoke with Darla to gain some insight on her role with TELUS Communications and her volunteer position on the OHUG board.
Q: Where do you work/what do you do?
A: I am a senior business analyst with TELUS Communications, which is one of the leading telecommunications companies in Canada. My role is on the Programs, Analytics and Technology team managing all things Taleo, which supports our recruitment and hiring teams and our internal and external applicants.
Q: Is there anything particular you are currently working on that excites you?
A: My day-to-day work excites me as I am constantly learning and growing as technology advances.
Q: How long have you been involved with OHUG?
A: I have been involved with Taleo since 2001, and with OHUG since 2013.
Q: Why is it important for Taleo to be represented on the OHUG board?
A: Taleo has a very strong community of users and, hopefully, with it represented on the OHUG board, we can help steer the direction of the technology as well as grow the Taleo community.
Headlines
News from OHUG
Discover OHUG Global Conference Sessions
OHUG to Participate in Joint Oracle User Group Meeting on May 16
Last Chance! TBE Spring Webinar: Exploring Career Websites
TBE Workshop Submission Deadline Extended
Oracle Invite: Join the Oracle Customer Advisory Panel (CAP) Program
Upcoming Webinar: Setting The Stage: The State of HR Technology Today
Industry News
Employee Development and Performance Hot Topics at Oracle HCM World
10 Trends Driving the Mandate for Modern HCM
Skanska Builds Global Workforce Insight With Cloud-Based HCM System
Oracle Modernizes HR With Mobile and Wearable Computing
The World of Mobile HR Analytics
What Does 2014 Hold for HR Technology?
A More Holistic Approach to Talent
Partnering With CIOs
Finding Top Talent Through Social Recruitment
Managing the IT Talent Portfolio
Modern HR or How to Earn Your Employees Every Day
Integrated Reporting Requires Influential HR
News from OHUG
Discover OHUG Global Conference Sessions
Use the official OHUG Global Conference 2014 Session Search to find the E-Business, PeopleSoft, Fusion, Taleo and thought leadership sessions presented by Oracle customers and vendors that are relevant to you. Stay tuned for information on more than 40 Oracle sessions, including product roadmaps and keynotes.
(Note: Schedule is subject to change.)
If you have not yet registered for the OHUG Global Conference, no problem! If you register now, you still qualify for early-bird rates.
OHUG to Participate in Joint Oracle User Group Meeting on May 16
OHUG is pleased to announce its partnership with the Northeast PeopleSoft and New York-New Jersey JD Edwards RUG, the OAUGNJ (E-Business Suite and Hyperion/EPM/BI) and the Oracle Financial Services Industry User Group (FSIUG) in co-sponsoring a joint Oracle user group meeting on May 16, 2014, at the Woodbridge Renaissance Hotel in Iselin, N.J.
Additional information will be forthcoming. For more details, or if interested in answering the call for presentations, which closes April 2, please contact Event Coordinator Joanne Brennan call or 617.510.2578.
Registration will open in mid-April.
Last Chance! TBE Spring Webinar: Exploring Career Websites
Date: Wednesday, March 12
Time: 1-2 p.m. PT / 2-3 p.m. MT / 3-4 p.m. CT / 4-5 p.m. ET
Speaker: Jonathan Liepe
Come join us today for our Scout-sponsored spring webinar to hear seasoned TBE user Jonathan Liepe, along with other Oracle experts, explain the ins and outs of creating multiple careers websites for your candidates. You’ll come away with clear explanations and ideas that you can implement in your own workplace.
Register now.
TBE Workshop Submission Deadline Extended
Come share your TBE expertise at the inaugural TBE Workshop to be presented June 10 and 11 at the Mirage, Las Vegas Hotel! OHUG has extended the original deadline and will now be accepting submissions through Friday, March 14, 2014.
We encourage all customer members in good standing to submit to this year's call for speakers.
If you implemented a new process, experienced a migration or upgrade or had a success story in your organization during the last year, please consider enlightening your peers.
Visit the OHUG website and submit today!
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.
Upcoming Webinar: Setting The Stage: The State of HR Technology Today
Date: Wednesday, March 26
Time: 10-11 a.m. PT / 11 a.m. to noon MT / noon to 1 p.m. CT / 1-2 p.m. ET
Presenter: Dan Staley, PwC, Principal
HR technology is in a state of disruptive innovation. Multiple significant market forces are keeping HR technology departments on their toes; at the same time, these market shifts are providing great opportunities for HR departments to deliver more value. The question is: Will HR departments position themselves to take advantage?
Dan Staley is the author of the HR IT Survey, a principal with PwC, and a leader in PwC's HR Technology Practice. He has a 25-year consulting history, delivering process and technology solutions to solve client business problems across multiple industries. Dan specializes in HCM strategy, HR business transformation and HR systems implementation. His HR transformation experience includes more than 50 HRMS implementation projects and more than 40 HR strategy, HRMS solution selection, and HRMS roadmap projects for clients of all sizes in a broad range of industries. Dan is a frequent speaker at HR conferences on the subject of the HR technology trends.
Click here to download PwC's Disruptive Innovation in HR Whitepaper!
Register now.
Industry News
Employee Development and Performance Hot Topics at Oracle HCM World
TechTarget (02/13/14) Snider, Emma
Learning and performance management were key themes at Oracle's inaugural HCM World Conference. Consultant Brian Kropp points out flaws in the definition and identification of employee performance as underlying factors in the lack of correlation between employee performance scores and business-unit performance. He says network performance is a critical variable in the modern collaborative workplace, and he terms employees who demonstrate both high individual and network performance "enterprise collaborators." Kropp stresses that such employees "have an impact on the performance of the organization that's bigger than their job. The business units that have more of those people actually outperform." However, performance management systems frequently do not assign high scores to enterprise collaborators, perhaps because of the top-down nature of traditional performance reviews, Kropp suggests. He recommends becoming familiar in recognizing enterprise collaborators as a step toward nurturing them. Once they have been identified, the organization should modify their performance management processes and systems, with Kropp urging a more forward-facing approach aligned with both the person and the organization's trajectory. For example, UnitedHealth Group's retooled employee development system enables employees to use Oracle's Professional Profile tool via a portal site to rate their skills for various job profile proficiencies. They can signal interest in a specific job category by using the "raise your hand" feature in their profile, which is then routed to the Taleo recruiting module through a custom feed.
10 Trends Driving the Mandate for Modern HCM
Forbes (02/07/14) Foley, John
Many organizations lack the human resources capabilities to maximize employee productivity, and the key trends driving HR's transformation was a topic of discussion among HR stakeholders at the Oracle HCM World conference, according to Oracle's John Foley. Among the top 10 trends Foley identifies is the need for an infusion of fresh talent to push business growth, which portends fiercer competition for new hires. Another trend is the growing diversification and complexity of the skills gap due to shifting workforce demographics, with the likely outcome that employers must improve their ability to match job requirements and skills availability across geographies. The need for organizational improvements in talent and performance management also is a major human capital management driver, as is the impact that employee experience has on customer experience. Meanwhile, collaboration is viewed by experts as a more powerful business performance driver, and next-generation cloud-based HCM tools are scarce at many companies, despite a business imperative for workforce optimization and new talent enlistment. Foley says social apps should be an area of concentration for CIOs and CHROs seeking to modernize HR capabilities, with an emphasis on making modern HCM mobile and cloud-based. He says with HCM becoming a data-intensive, data-driven business field, it behooves HCM to oversee the data in a way that can be shared with other organizational segments.
Skanska Builds Global Workforce Insight With Cloud-Based HCM System
Profit Magazine (02/14) Vol. 19, No. 1 Baum, David
The modern global human resources landscape requires managers who can fully understand workforce capabilities in order to cultivate management skills, recruit for open positions, guarantee that staff is receiving the requisite training, and reduce attrition. Construction company Skanska used Oracle Talent Management Cloud as the platform for its human capital management systems with these goals in mind. "Managing a diverse workforce spread across the globe is a monumental challenge," notes Skanska's Annika Lindholm. "We depend heavily on Oracle's cloud technology to support our HCM function." Oracle Talent Management Cloud helps the company deploy world-class recruiting tactics and produce insights that drive quality hiring practices, internal mobility, and a proactive strategy for building talent pipelines. The new system enables Skanska HR leaders to manage recruiting, compensation, goal and performance management, employee education, and talent review as part of a single software-as-a-service environment. Skanska has implemented the Oracle product's recruiting and performance management modules, and currently is deploying the learn module. With the Oracle Taleo Recruiting Cloud Service app, Skanska managers can generate smarter recruiting strategies, embedding high-performer profile statistics to create new candidate profiles and using multitiered screening and evaluations to ensure that only the best-suited candidate applications are submitted to the recruiter. Skanska's Peter Bjork notes the HCM system supports a decentralized business model so the firm can serve local markets and also engage with its global enterprise resource systems.
Oracle Modernizes HR With Mobile and Wearable Computing
SmartData Collective (03/04/14) Smith, Mark
Oracle demonstrated its commitment to human resources customers at its first HCM World conference. Oracle's human capital management product development effort focuses on serving multigenerational workforces requiring software that is adaptable to people, competencies, and new technologies such as mobile devices and social collaboration. Oracle used the conference to announce updates to its HCM solutions as part of release 8 of Oracle HCM Cloud, and among those updates are Oracle Global Human Resources Cloud, Oracle Talent Management Cloud, and Oracle Social Cloud. The Oracle Tap for Oracle HCM Cloud enables managers as well as employees to access their HR information and exchange tasks on smartphones and tablets. HCM World also was an opportunity for Oracle to showcase its innovations in wearable computing. For example, Oracle gave all attendees a free Fitbit tracking device, which enabled them to measure their exercise via walking and see how this functions with Oracle's software. The data is relayed from the device to a central cloud application and can be accessed and integrated with HCM for promoting wellness within an organization. Oracle's efforts in the recruiting space include its Oracle Taleo Social Sourcing Cloud Service, which can help organizations draw applicants through social media. In addition, Oracle has interwoven its business intelligence and big data technologies to support interactive analysis of metrics from recruiting processes.
The World of Mobile HR Analytics
Droid Report (02/26/14) Lynn, Jennifer
Mobile analysis can be used to monitor many aspects of human resources, and engagement priorities will be the focus for enterprise objectives. The Oracle HR Self Service app interoperates with the user's Android phone and tablet with Employee Center, which features on-the-move Self Service Oracle HR access including faceted people search. The software enables users to see their own and others' profiles, while other features include navigation through a mini Org Chart, the ability to view and update personal and work information, book leaves and absences, and social media. Deloitte Consulting estimates that approximately 14 percent of HR organizations are currently using advanced or predictive analytics to inform hiring, promotion, or compensation decisions. “People decisions are usually made on gut feel,” notes Bersin by Deloitte principal Josh Bersin. “With talent analytics, you never get a perfect answer but you get a 75 percent right answer.” Predictive analytics that use quantitative techniques can extract business insights from data, and the reports and data visualization of predictions, patterns, and forecasts enable management to make fact-based decisions. Working with real-time tools that adapt to the expansion of big data offers an internal return on investment and external competitive advantages. The success of big data in any type of modern organization is shaped by how that organization frames its own strategy.
What Does 2014 Hold for HR Technology?
ComputerWeekly.com (02/05/14) Lawrence, Jamie
The path of human resources technology's evolution leads toward unified, streamlined talent management suites and sharing datasets with other business processes, facilitated by predictive analytics and universal accessibility. Predictive analytics will emerge in 2014 as the largest driver of mounting complexity, and predictive analytics itself will be fueled by the need for more powerful differentiation. Early predictive modeling efforts by companies and HR functions mainly concentrated on predicting best hires and retention risk based on various factors, says consultant Steve Goldberg. Another anticipated trend for this year is the burden of the predictive analytics methodology being on the supplier. Saarland University professor Stefan Strohmeier says a driver of HR technology adoption will be solutions that conceal the methodological and technical complexities of data analytics. Meanwhile, a close working relationship between supplier and client will increasingly propel cloud-based HR technology development forward, and Appirio's Jason Averbook cites expectation setting, communication, and constant transparency as defining qualities of this relationship. Self-service also is expected to gain in importance, as it enables HR departments to simplify administration by shifting data-collection responsibilities from HR staff to employees. In addition, HR will move toward solutions that offer the simplest core technology integration, especially with the advent of predictive analytics. Finally, the primary motivator of HR technology development will remain drawing, rewarding, encouraging, and retaining an effective workforce.
A More Holistic Approach to Talent
Human Resource Executive Online (02/24/14) Volz, David
Talent risk has to be approached more holistically, according to a recent KPMG survey, which found that only one-third of respondents think their business unit leaders are "incentivized to share talent across organizations for the benefit of the business and the talent." The study also estimated that just 53 percent of organizations with less than 3,000 employees felt their leadership actively participated in the coaching process, versus 70 percent of respondents at organizations with more than 10,000 workers. KPMG's Mark Spears says organizations seeking to resume hiring after the recession often assume an extremely traditional view of talent development that is usually fueled by perceived best practices, and he stresses "they may not be linked to the needs of the organization." The lack of a strong connection between learning/development and the reward platform is a key challenge for organizations, "[and] succession planning and mobility planning are fundamentally disconnected," Spears says. He contends talent managers have to contain and address a much wider host of talent risks going forward, linking their employees to each other and to leadership, as well as projecting and managing costs and implementing a much more in-depth compliance strategy. Mercer's Colleen O'Neill says organizations should take a more holistic view as well in terms of hiring, with an emphasis on a diverse workforce typical of most high-performance companies.
Partnering With CIOs
HR Magazine (03/14) Vol. 59, No. 3, P. 51 Robb, Drew
The relationship between an organization's chief information officer and its chief human resources officer is vital to innovation and business growth, and the time is ripe to nurture that partnership as many companies expect to make HR technology investments this year. Both the CHRO and the CIO are fluent in the language of business, and they can communicate about business objectives and processes and make that information comprehensible for their own teams. "The key is to understand how your company makes money, what your company needs to do to drive revenue, and then how do you build value from that," says Verizon's Martha J. Delehanty. This relationship can be cultivated by either embedding a CIO and/or an assigned colleague into the HR team, or embedding a CHRO or colleague into the IT leadership team, as both strategies ensure constant dialogue between the two departments. Delehanty stresses that IT should be involved from the outset of new developments that could inform technology decisions. Meanwhile, the CHRO should ensure that HR data is used as a system of record in discussions with the CIO, with such data employed to build continuity across all billing, learning, and payroll systems. Also important for the CHRO is establishing a strategic IT framework for setting up HR information systems and keeping abreast of technology trends.
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