By Scott Ewart-Oracle on Sep 12, 2013
Contact for post: Mark Bennett
Part 1 introduced the challenges and opportunities customers face in effectively using social in their organizations and in particular, their HCM processes. It also gave a brief overview of what other vendors have done and how Oracle’s approach offers a better way. Part 2 describes Oracle’s Social HCM Cloud solution in more detail.
Oracle Social HCM Cloud embeds a native social platform OSN (Oracle Social Network) in a full, social-enabled enterprise application suite. This results in two very important ways which make social a feature that truly generates superior business performance:
1. Enabling Social capabilities in Existing applications and processes – takes an already powerful suite of enterprise applications and both enhances it with social capabilities as well as makes social an integral, value-creating part of getting work done. ">
Social platform features embedded in applications
Business context embedded in the social platform
2. Creating new applications that could not exist before– provide powerful applications that utilize social technologies to create value in a way that could not have been done before.
Workforce Reputation Management
Both of these are possible because we also provide a very robust foundation in the Unified Socially enabled profile.
Profiles for employees, partners, and candidates are the heart of the individual and talent management experience. The Oracle Social HCM Cloud unifies the individual profiles maintained by application platforms including Fusion and Taleo, together with profiles of individuals on external networks and services such as LinkedIn, Facebook, and Craigslist. These aggregated or federated profiles are then augmented by the Oracle Social Network in two areas.
The first is to present this aggregated individual profile data in the Oracle Social Network UI so that users have a richer picture of the person they are looking at in the network. The second is to enhance the ability of Oracle Social Network to make useful recommendations for people to follow or otherwise collaborate with.
This is a two-way street. Just as the aggregated profile information assists Oracle Social Network with useful information, so too does OSN provide the individual profile with useful information about the individual’s social role, behavior, and impact. This individual profile augmented with social data will constitute the more complete backbone of employee, candidate, and partner engagement processes, including: recruiting, learning, performance, goals and development.
ENABLING SOCIAL IN EXISTING APPLICATIONS
Oracle already has a powerful, integrated suite of enterprise applications that provide tremendous value. By extending these existing applications to effectively leverage social to the fullest extent as a native feature, Oracle not only improves the productivity of employees using these applications to get work done, but also enables companies to more fully realize the potential of using social technologies to improve engagement and generate strategic insight.
Goal Management – Goal management is inherently a collaborative social experience. We are adding conversations from Oracle Social Network to this process. This allows for an ongoing dialog between the employee, the manager and the team that is helping drive the goal. Additionally this will help in sharing and collaborating on work that drives goal results. Performance goals will provide the context for OSN Conversations.
Performance Management – Whether done periodically as focal reviews or as ongoing conversations, 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. The development of competencies in support of performance is in particular a coaching conversation between manager and employee. OSN Conversations will be enabled around key business objects such as performance documents as well as development plans and goals.
Talent Review and Succession Planning – These processes inherently are collaborative and have multiple stakeholders across HR and the line of business to drive these meetings. Using Oracle Social Network, we are greatly enriching the experience of these processes. OSN Conversations will be enabled around key business objects such as talent review meetings and succession plans.
Career Development – Employees are looking for the tools that can really help them take charge of their career. Embedding social into these tools allows employees to tap into each others’ experience and learning to help better understand their options and chart out a way to identify and achieve their career aspirations. Development plans and goals will provide the context for OSN Conversations.
Learning – Learning is an inherently social activity when done to really achieve development and growth. Embedding social into the learning experience takes place in two ways: the first is by having employees discuss and rate formal learning available in catalogs, and the second (and often more effective) is to have employees actually create, curate, and share content to help others learn. OSN Conversations will be enabled around key learning business objects such as courses and curricula.
Recruiting – Both the candidate as well as the recruiting team experience with recruiting is social in nature. Social can enhance engagement by leveraging and strengthening the reputational aspects vs. simply parsing resumes and best fit algorithms. Job requisitions will provide the context for OSN Conversations.
On-boarding – Whether completely new to the organization or just new to a particular role, employees often face a steep learning curve to get up to speed. Much of it is finding out who it is that one needs to know to help get things done, learn what’s going on, etc. Embedding on-boarding into social helps get the right network connections, community memberships, etc. in place automatically for the employee. Jobs and roles will provide the context for OSN Conversations.
Benefits Enrollment – Providing a way for employees with similar family or health circumstances to form communities to discuss and learn from each other greatly increases engagement by helping them navigate through the sometimes bewildering maze of options. Along the way, employees build a sense of community amongst themselves and can start to form long term connections.
What makes Oracle HCM applications different is that rather than having either a separate or generic, non-collaboration area, the Oracle social platform displays the conversations in the application platform UI shell that are contextually related to the business process or business object being manipulated in the application.
This enables easy access by users to the conversations that will help access expertise, answer their questions, provide updates to their social network, and make them more productive. They can do this without having to leave the application context, thus avoiding any breach of focus on the task at hand.
Embedding social in applications improves the overall experience and performance of people who use the applications. It’s important to note however, that it is unlikely that on its own, embedding social in the application will start causing people to use applications they otherwise would not normally use – this is more about making existing users more productive.
More and more employees, both in functional as well as sales and production roles, want to access their work through mobile devices. Mobile devices such as smartphones and tablets offer greater freedom and versatility to users, freeing them from being tied to their desktop computers, and even their laptops as well.
Given that social network usage has also increased through the use of mobile devices, it’s not surprising to see an overlap where employees frequently wish to access their social network to get updates, find answers, etc. in order to help them get their work done and accomplish goals.
The Social HCM Cloud improves the experience for users by embedding the business context into OSN conversations. This enables users to focus on the collaboration aspects of getting their work done, for example: finding expertise, getting answers to questions, and updating their colleagues. They don’t need to login to the business application to find out what is going on and help someone out with a problem, or continue a discussion about something we are working on.
By having the business context embedded in the collaboration experience, multiple benefits occur:
The first is that the presence of a context helps to keep the collaboration focused on the task at hand; it communicates and reminds everyone what the purpose of the collaboration is.
The second is that if the business process or object the collaboration is about needs to be updated, it can be updated without having to leave the collaborative experience (provided the user has the right security permissions.)
The third is that the activities of all the participants in the collaboration can be implicitly related to this context. This means that the organization has better knowledge about the contribution employees make and can relate it directly to the achievement of individual goals and corporate objective.
The advent of social technologies has enabled the creation of applications that could not have existed previously. These applications create value for companies in new, or at least previously underserved, ways. While these applications can sometimes exist as standalone, by adding them to the Oracle application suite on top of Oracle’s embedded social platform, not only do customers benefit from the integration of the enterprise data and process in the system of record, but also from the leveraging of other social tools available in the Oracle social platform. This combination creates value for companies previously not available.
Workforce Reputation Management (WRM), is a new, innovative application designed to help organizations establish, track, and monitor employee social media policy compliance, while simultaneously providing Human Resources and Recruiting leaders additional insight into employee and candidate social reputation and influence.
WRM monitors both public external networks like Twitter and Facebook, as well as internal data sources to enable compliance officers and administrators to ensure organizational social media policies are being adhered to, while also providing insight into company, department, and individual reputation and influence.
Additionally, WRM allows HR and Recruiting leaders to tap into reputation, influence, and the social network graphs of their employees, to facilitate internal team and project building, as well as to discover external talent that fits the organization’s current and future needs. WRM takes the wide range of disparate data being produced across external and internal platforms and transforms it into accessible, relevant, and actionable information.
Social Sourcing adds social talent sourcing capabilities to the Social HCM Cloud. It enables organizations to empower recruiters, hiring managers, and employees to leverage their social networks to distribute job opportunities, source higher quality referrals, market their employment brand, and manage corporate alumni relationships.
The social networks that are leveraged include LinkedIn and Facebook, which are quite extensive and provide a reach for organizations that had been limited to only the network that the organization as an entity had itself, not all the networks of the individuals involved in the recruiting function, or even better, the managers and employees who are closest to the role that needs to be filled.
Social Sourcing extends the power available through social networks to the identification of, and maintaining relationships with, prospective candidates. This, combined with the other social-enabled processes in the Social HCM Cloud, fills out the whole lifecycle of employees from a social perspective.
Next up: Part 3 shows how Oracle’s Social HCM Cloud solution delivers improved business outcomes for customers.