|
Save the Date: OHUG Global Conference 2015
It's not too early to plan for next year! After the rousing success of the 2014 event, make sure to mark your calendars for 2015.
When: June 8-11, 2015
Where: The Mirage Hotel, Las Vegas
For the most up-to-date information, visit the 2015 conference page on the OHUG website.
Headlines
News from OHUG
Don't Miss Today's Webinar: 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.
Other Upcoming Webinars
Mobilizing PeopleSoft
Date: Wednesday, Nov. 5
Time: noon to 1 p.m. CT
Speaker: Larry Grey, GreyHeller
GreyHeller's software extends Oracle® PeopleSoft customers' investments in their PeopleSoft systems. PeopleMobile® mobilizes the PeopleSoft user experience. This session will demonstrate how our customers have mobilized their PeopleSoft systems in 90 days or less. We will also discuss how PeopleMobile® is complementary to PeopleTools 8.54.
Register now.
Partner with OHUG in 2015
Planning has begun for the OHUG Global Conference 2015! Once again taking place in fabulous Las Vegas, June 8-11, 2015, the meeting will offer its partners incredible opportunities to promote their brands and build long-lasting business relationships.
Our 2015 Sales Prospectus offers a winning combination of our Year-Round Partner Engagement Program and OHUG Global Conference 2015 support opportunities. OHUG is the largest user group focused on Oracle's HCM solutions, which gives your company unique access to demonstrate your HCM capabilities to a large pool of customers and prospects under one roof. Their interests cover the full Oracle portfolio of solutions and services, including E-Business Suite, PeopleSoft, Fusion and Taleo.
Download this year's prospectus to see how you can connect with your target audience.
Check Out This E-Business Suite Session Handout from the OHUG Conference
It’s been a while since the OHUG Global Conference 2014, but the memory of the many powerful sessions remains. Have you checked out the session handouts from conference? They’re available on the OHUG website.
Right now you could be checking out handouts from Top Ten "Lessons Learned" from Building a Globally Integrated HR/Talent Platform.
Description: Over the past six years, Sherwin-Williams has been working to build a globally integrated HR/talent platform, primarily using Oracle's E-Business Suite (HR, ESS, MSS, OPM, OAB, OLM) to support our efforts. This session is geared toward similar globally oriented E-Business Suite customers and focuses on our Top Ten "Lessons Learned" from our efforts. Topics include languages, business groups, pay/time integration, talent management, user adoption and more. This interactive session will also invite participants to share their experiences and best practices.
View all session handouts.
Note: You will need to log in to the OHUG website to view the handouts.
Join OHUG at the New England Joint Oracle User Group Meeting
In partnership with the Greater Boston PeopleSoft and JD Edwards Regional User Group (BUG) and the Oracle Financial Services Industry User Group (FSIUG), OHUG is co-sponsoring another exciting event on Nov. 19, 2014, at Gillette Stadium in Foxborough, Massachusetts.
Enjoy a day of networking with HCM peers and industry experts. The formal agenda will offer Oracle ERP-specific HCM content, as well as content applicable to all product lines. You will have the chance to attend hot topic educational sessions that can help you optimize current system performance and other sessions that will help you integrate new technologies. Also, see what service and solution providers have to offer in the Exhibitor Showcase.
In addition to an Oracle keynote, with a focus on OpenWorld highlights, mobile solutions and cloud offerings, there will be a customer keynote presentation by Bill Oates, the CIO of the Commonwealth of Massachusetts (formerly with the City of Boston and Starwood Hotels).
Access the agenda-at-a-glance for more details.
Register now.
Questions or requests for more information may be directed to Event Coordinator Joanne Brennan by email at JoanneBrennanTBF@aol.com or phone at 617.510.2578.
Industry News
HR Challenged in the Era of Big Data
Talent Management (09/09/14) Reilly, Edward T.
The advent of big data and human resources analytics has fostered demand for analytical skills among employees, and 58 percent of business leaders said analytics is currently critical to organizations while 82 percent expect analytics to be a major component of their organization in five years, according to a 2013 study by the American Management Association (AMA) and the Institute for Corporate Productivity (i4cp). However, research suggests workers' skills in analytics are falling behind the acceleration of big data. The study determined a dearth of resources and corporate culture are the biggest barriers to organizations' ability to cultivate analytical skills. The across-the-board culture change required to address these challenges involves an investment in training and development to build analytics skills, while creating an analytics culture can be aided by other tools. One tool is storytelling, and i4cp's Jay Jamrog advises companies to identify and apply scenarios in which a department has properly collected and analyzed data, asked the right queries and organized an action plan. "Sharing these success stories can help managers get over the fear of big data and can do more to change the culture than only developing the analytical skills," he said. The AMA/i4cp report identified midlevel managers as a talent segment in great need of developing analytical skills, while the least analytically skilled generation of workers are millennials.
Oracle Lets Customers Shift License Money to Cloud
InformationWeek (09/30/14) Henschen, Doug
Oracle announced an expansion of its Customer 2 Cloud plan that reroutes annual on-premises software maintenance fees to software-as-a-service (SaaS) application subscriptions. The program was initially committed to helping customers migrate from on-premises customer relationship management and human resources apps, including Siebel and PeopleSoft, to SaaS alternatives in Oracle's customer-experience, sales and human capital management clouds. The expansion adds enterprise resource planning and enterprise performance-management apps, as well as clouds-migration and cloud-to-on-premises integration specialist partners. "We have 75,000 apps customers and a $10 billion opportunity to move them into the cloud, so we want to make that really easy from a financial, migration and integration perspective," said Rod Johnson, Oracle's Applications and Industries Solutions Group vice president. He cited the flexibility of the options, in that any option can be selected from the same product line. Johnson said customers should begin by moving spending for shelfware or little-used software to the cloud. Cloud Express services tackle integration challenges by accelerating cloud adoption with data- and app-migration strategies and prepackaged integrations between Oracle's most commonly used on-premises and cloud-based apps. Johnson said Oracle also is collaborating with many smaller cloud- and domain-specific consultants to help with specialized implementations.
Xerox CIO Seeks Business Buy-in for Move to Oracle HCM in the Cloud
V3.co.uk (09/30/14) Bennett, Madeline
Xerox CIO Steve Little told attendees of the Oracle OpenWorld conference that his company is migrating its human resources systems to the cloud via Oracle's Human Capital Management HCM solution in order to obtain a holistic view of its workforce. "We've got around 158 payroll and HR systems around the world, and so we undertook an initiative to put in a global HR system," Little said. "It's an interesting dynamic for us, as we're a traditional large corporation where we run everything, but it made sense for us." Little said Xerox already has implemented the Taleo talent management and Oracle Enterprise Resource Planning systems, and the next step is to integrate various elements to drive value. "The value comes in standardizing how we manage people in the business," he said. However, Little noted the project's success hinges on partnering with other business units. "Our HR director is co-sponsoring the project," he said. "I was more supportive of the project at the beginning than he was, but he certainly understands the importance of what we're trying to do." Little said the project also must be executed at minimal cost, which is tricky since Xerox's IT budgets are slightly down. "We're not cleaning the slate and starting from scratch; we're taking the best platforms that we have and converging onto those to drive out cost and drive consistency for our business," he said.
HR Survey: Process Streamlining Leading Priority for HR Departments
TD Magazine (10/08/14) David, Linda
Human resources departments are bringing people, processes and technology into balance in initiatives that seek to retool technological assets and simplify business processes, according to Towers Watson's 2014 HR Service Delivery and Technology Survey. Fifty-five percent of 1,048 respondents named re-engineering of HR processes their overriding priority, while 49 percent cited enhancing managers' people management capabilities, 36 percent listed encouraging employee and manager self-service and 31 percent cited refocusing HR business partners' roles. HR process streamlining was the leading priority for the second straight year, with talent management-related processes continuing to be emphasized. The 2014 poll was the first to incorporate data on the use of employee engagement surveys, and more than 60 percent of respondents said they survey their employees at least biannually, while more than 33 percent said they use employee engagement survey data to "direct people investments and positively impact our business." Thirty-three percent of respondents stressed plans to boost HR technology spending despite budget austerity, and indicated a continued increase in software-as-a-service solution adoption. "The trend toward reviewing and replacing the core HR system certainly continues, but we also see a trend toward greater investment in HR data and analytics, portals and payroll," said the report's authors. The survey's outcomes demonstrated organizational empowerment via HR functions in the areas of smart investment, balancing initiatives and effective change management.
4 Leading Practices for Implementing HR Software
CIO Journal (09/10/14)
Human resources software deployments' success records are inconsistent due to their susceptibility to cost overruns, delays, failure to meet business needs and other problems that other major system implementations encounter, according to a Bersin by Deloitte survey. The poll found a desire for cloud-based software to be the key driver for many new HR system deployments, but Bersin by Deloitte's Katherine Jones said some organizations have encountered unanticipated problems. She noted because HR departments can finance purchases of cloud software from their own budgets, they are in some cases pushing these implementations by themselves. Jones also said HR organizations lack the IT department’s technical knowledge and project and vendor management experience working with vendors and facing integration challenges and software that does not function as promised. Bersin by Deloitte's analysis outlines several leading industry practices for effective HR software implementation, such as advance planning. Jones urged HR leaders to consider their departments’ current and future goals, strategy and direction prior to selecting new software, and to assess and weigh HR process and system consolidation. Another suggested practice is to appoint a seasoned and committed project leader "who's capable of building consensus but who's also decisive and comfortable giving people deadlines," Jones said. Another practice involves identifying a mediator within the organization to defuse conflicts and prevent project delays.
Integrated Talent Management Demands Deep Rethink of Processes, Technologies
SearchFinancialApplications (09/30/14) Essex, David
Integrated talent management has fundamentally changed, with many organizations now bundling previously standalone human resources functions under the control of a single person, according to Bersin by Deloitte's Josh Bersin. He envisions the next major trend to be re-evaluation of the effects of all the decisions the HR leader makes on business processes and technologies. Bersin said such a rethink has the potential to address key issues, such as why IT departments have high turnover rates and which members of the organization may be ready to assume leadership roles. Bersin cited his firm's conclusion that employee retention remains a consistent problem companies face, with overwhelmed workers being one of their top three challenges. "HR technology has to be developed like consumer technology" and be easy to use, intuitive and mobile in design in order to be useful and improve the employee's job, Bersin said. He also noted the evolution of talent management software prompted a wave of vendor consolidation, saying "within about two years, we went from a market of a lot of best-of-breed solutions to a lot of [systems that] look integrated and end-to-end but actually aren't." Bersin said most software purchasers are cognizant of this and want to replace their central HR systems.
10 Action Steps That Will Allow HR to Effectively Manage Workforce Speed
TLNT (09/19/14) Sullivan, John
There are 10 steps human resources departments must complete to effectively manage workforce speed, beginning with developing a compelling business case for creating programs to manage and boost speed. Managers must be made to understand the negative effect of a lack of workforce speed on their own business results, including revenues. The next step is to make workforce speed a strategic HR objective and success metric, hiring and training staff with speed capabilities. The third step is to ensure all organizational elements are moving at the same speed by tracking speed metrics to spot bottlenecks, as well as cultivate processes to quickly share speed-related best practices, opportunities and problems. The fourth step is to boost the speed of hiring to make sure in-demand prospects and candidates are not poached by competitors, while the fifth step involves developing the capability to complete tasks faster via the training/learning function. Capturing the most effective speed learning strategies is the sixth step, and the seventh is to use the compensation and reward function to assess accurate speed measures. The eighth step is to accelerate leadership development, and the ninth step entails upgrading internal movement speed by transferring speedy employees into jobs and business units where speed is essential. The final action step is developing real-time predictive speed metrics.
Health Systems’ HR Departments Have Potential to Lead Innovation
Healthcare Finance News (09/08/14) Brino, Anthony
Health systems' human resources departments increasingly are perceived as potential innovation drivers, with HR critical to health care reform goal management, according to a yearly HealthcareSource/American Society of Healthcare Human Resources Association survey. The poll found streamlining processes, enhancing employee retention and satisfaction, nurturing accountability, accruing support for a service-oriented mission and hiring for a "cultural fit" to be leading priorities for health care HR departments. Some health systems are integrating behavior assessments, pre-hiring shadow programs and continuous cross-department dialogue between HR and clinical resources to guarantee the first person hired for a job is the right one. HR leaders with work experience in patient care also help when filling clinical positions. Virginia Commonwealth University Health System's Teri Kuttenkuler said shadowing programs are one strategy whose use has gained in the last year. "The candidate knows what they're getting into and the unit gets a chance to meet the candidate," she said. "They can ask questions at the bedside and work with the team." Kuttenkuler also noted candidate screening surveys are helpful. "When HR teams succeed in recruiting and retaining the right employees through the right technology solutions, health care organizations are in a stronger position to deliver quality care — translating into high levels of cost efficiency, patient safety and satisfaction and overall HR excellence," said HealthcareSource's Michael DiPietro
Talent Mobility for the Next Generation: The Future of HR
Information Age (United Kingdom) (09/22/14) Rossi, Ben
Organizations and human resources managers must confront new challenges in nurturing and accommodating talent mobility, with Deloitte estimating 75 percent of companies expect to increase their mobile workforce in the next three to five years, but only 2 percent currently deem their global mobility function to be world class. Meanwhile, PricewaterhouseCoopers predicts millennials will make up 75 percent of global employees by 2025, as well as 50 percent growth in global mobility by 2020. PwC also found 71 percent of millennials desire and expect an assignment abroad during their career. Companies must realize the millennial generation perceives working overseas as a path toward personal and professional growth, and also strongly wants autonomy. Organizations must therefore regard this new talent source as consumers who desire transparency, independence and choice in their careers. New technologies will enable global mobility departments to structure policy, enhance organization and bring themselves into alignment with millennials' preferences. This provides organizations a way to offer tech support for overseas relocations, helping companies engage with next-generation organizational leadership while cutting costs and raising employee satisfaction. Furthermore, global mobility HR tech will enable HR departments to re-channel resources to attract and retain top talent. Companies require an up-to-date management system that simplifies processes and works with mobility stakeholders to facilitate seamless talent mobility management.
Abstract News ©Copyright 2014 INFORMATION, INC.
|
|