talent management product of Oracle
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Oracle Corporation is a multinational technology company headquartered in California that specializes in developing and marketing database software, enterprise software, and computer hardware. It has over 400,000 customers in 145+ countries. Talent management at Oracle involves identifying, developing, evaluating, and retaining skilled workers through competency management, performance evaluations, and career and succession planning using Oracle's HRMS software.
talent management product of Oracle
- 2. • Oracle Corporation is a U.S.- based multinational computer technology corporation headquartered in Redwood City, California, United States. The company specializes in developing and marketing computer hardware systems and enterprise software products – particularly its own brands of database management systems. Oracle is the second-largest software maker by revenue, after Microsoft
- 3. Unleash Innovation by Simplifying IT • By eliminating complexity and simplifying IT, Oracle enables its customers—400,000 of them in more than 145 countries around the world—to accelerate innovation and create added value for their customers.
- 4. • Founded - June 16, 1977, Santa Clara,California, U.S • Founders - Larry Ellison, Bob Miner, Ed Oates • Key people - Jeff Henley(Chairman) Larry Ellison (CEO) Safra Catz (President) Mark Hurd (President) • Products - Oracle Applications, Oracle Database, Oracle Enterprise Manager, Oracle Fusion Middleware, servers,workstations, storage
- 5. What is Talent Management ? • Talent management is essentially the identification, development, evaluation, and retention of workers who have the competencies that enterprise needs to meet
- 8. Talent Management At Oracle
- 9. Competency management • The oracle HRMS enables to define competencies for use in many talent management activities
- 11. Measuring competencies • Rating scale – - proficiency scale - Performance scale - Weighting scale
- 12. Proficiency scales measure a person's mastery of a skill or technique. For example, a person's management skills could be: •Basic •Good •Excellent •Expert
- 13. • Performance scales measure a worker's delivery of a competency or objective. • A worker's competency can rank high on a proficiency scale but less high on a performance scale, or low on a proficiency scale but much higher on a performance scale. • You can select a performance rating scale when defining competency assessment templates, objective assessment templates, and appraisal templates.
- 14. • Weighting scales measure the importance of a competency to the enterprise. For example, a competency's importance could be one of: • Low • Medium • High
- 15. Career and Succession planning • Once organizations have found out its employees aspirations, and set their short- and long-term objectives, it'll want to prepare them for their next position within a career plan. After all, now it has motivated its employees through its performance management system, it'll want to keep them motivated by linking their own career aspirations to enterprise aspirations.
- 16. Oracle Succession Planning • Identify Scope for Succession Planning and Streamline Your Processes • Benefit from Comprehensive Talent Profile • Use Nine-Box Matrices to define Talent Pools • Create Comprehensive Succession Plans • Use Analytics to Evaluate and Manage Succession Planning Process
- 17. Identify Scope For Succession Planning • Talent Managers and HR Professionals identify those key jobs, positions and individuals necessary to realize business goals and strategy. • To capture information such as key role, workforce turnover rate and succession potential.
- 18. Benefits From Comprehensive Talent Profile • Talent Profile helps managers to obtain complete insight into the available talent. • Talent Profile enables us to consolidate information on an employee’s competencies, qualifications, previous employment, training history, performance rating history, performance objectives, succession plans, job history, career path, and compensation.
- 19. Use Nine - Box Matrices To Define Talent Pool • Talent Managers can classify and group talent for succession planning. • Using Nine-Box Matrix, they can also assess the current talent profile of their people, performance, potential, risk and impact of loss.
- 20. Create Comprehensive Succession Planning • Highlight key workers • Periodic review and update of succession plans • Understand any gaps • Manage Talent Mobility
- 21. Use Analytics to Evaluate and Manage Succession Planning Process • Understand the risks associated with probable successors identified for key high potential workers • Analyze the turnover details of probable successors • Track key high potential workers with and without succession plans
- 23. Oracle HRMS supports 3 appraisal types
- 24. Performance Management Plans It creates a performance management plan (PMP) to define workforce performance management activities PMP -Plan members -Objectives setting process -Appraisal creation process -Performance management task
- 25. Human Capital Management(HCM) • Executive • HR Operations • Talent Management • Technology Leaders
- 26. Human Capital Management For Executive • Talent centric • Collaborative • Mobile and engaging
- 27. Talent centric • Organizational goal • Choose a “build” or “buy” strategy • Start close the gaps (key position) • Develop strong on-boarding program • Focus on performance management
- 28. Collaborative • Building connection • Increased cross selling (Prof. Mortan T. Hansen) • Faster resolution for transfer of knowledge problem
- 29. Mobile and Engaging • Review the day (meetings) • Team for the project • Follow up on hiring • Schedule leave
- 30. HCM for Operations • Global HR • Payroll management • Workforce management • Diversity management • Compensation management
- 31. Global HR • A complete global solution with multicountry capabilities enables you to streamline global processes, comply locally, and quickly adapt to organizational and legislative changes. The native social and mobile functionality helps you deliver even better service to the workforce.
- 32. Payroll management • Establish Discipline and Manage Expectations • Enforce Accountability • Perform Rigorous Balances and Audits • Harness Technology Effectively
- 33. WORKFORCE MANAGEMENT • Combination of budgeting, planning, analytics, collaboration, and rules-based scheduling solutions • Use a flexible and highly configurable framework to easily manage and monitor workforce productivity and absenteeism.
- 34. Diversity Management • Look Beyond Compliance • Identify New Talent Pools • Address Diversity in Every Aspect of Talent Management • Create Ways for Like People to Connect • Make Diversity a Part of Your Brand
- 35. Compensation management • Segment the Workforce • Create Flexible Compensation and Incentive Plans • Enforce Equitable Policies with Complete Transparency • Use Technology to Simplify Administration
- 36. HCM for Talent Management • Talent Acquisition • Learning Management • Performance Management • Leadership development
- 37. Talent Acquisition • Focus on the brand • Run automated referral campaigns • Take advantage of social media • Understand your employees • Develop externally • Get creative
- 38. Performance Management • Define Business Challenges and Link Competencies • Gain Consensus among your Business Leaders • Communicate and Confirm Competency and Business Driver Alignment
- 39. Leadership Development • Don’t Shortchange High Potential Nominations • Narrow your Pool before you Start Rating • Define Potential Consistently: It’s more than Learning Agility • Separate Potential from Performance from Readiness
- 40. Talent Retention • Recruit the right people in the first place. • Improve the line manager’s ability to manage. • Give employee’s constant feedback about clear, meaningful goals. • Empower employees to manage their own careers. • Proactively drive talent mobility • Continuously measure and improve retention strategies
- 41. Recruit the right people in the first place • Retaining top performers begins with hiring the right talent in the first place • Identify potential of top performers by analyzing the needed skills, experience • Quality for each position • Specification and requirement of job • Right tools and technologies to know competencies • Onboarding
- 42. Improve the line manager’s ability to manage • To direct, guide and evaluate • To align the tasks and projects with organization’s goal • To manage people require good information s, facts, data
- 43. Constant feedback about clear, meaningful goals • Fairness and performance based awards • Capture feedback regularly • Facilitate regular reviews
- 45. Empower employees to manage their own careers. • Dissatisfaction with current job • Challenging and meaningful work with career opportunities
- 46. Proactively drive talent mobility • Retention and employee satisfaction • Internal hires have a dramatically lower time to productivity
- 47. Continuously measure and Improve Retention Strategies • Companies need the ability to track information from all labor pools • With that information access, companies can measure, analyze, and optimize their staffing and deployment strategies