Leveraging Neuroscience for Greater Workforce Insight Part 2: Support within Oracle HCM and Talent Cloud
By HCM-Oracle on Jul 11, 2014
By Mark Bennett
Previously, John Hansen introduced the SCARF(TM) model developed by Dr David Rock, and identified where indicators or influencers of status, certainty, autonomy, relatedness, and fairness might manifest themselves in your HCM applications and practices.
In this article, we will discuss how Oracle’s latest generation HCM and Talent Cloud can support your adoption of the SCARF(TM) model, and foster a more productive, engaged and innovative workforce.
We’ll focus on the following Oracle HCM and Talent Cloud applications and how they support the factors described in the SCARF(TM) model: Career Planning and Development, Goal Management, Performance Management, Workforce Reputation Management, and Talent Review and Succession Planning.
Career Planning and Development
Oracle Career Planning and Development provides employees a sense of autonomy, especially in ways that address the inherent uncertainty that can accompany an employee’s perception of growth opportunities within an organization. They can select and update which jobs and roles they have interest in, which can be optionally selected from a suggested set provided by the system that reflects employee preferences, capabilities, and development plan fit. Each career interest represents an option for the employee, which further helps them feel more able to handle uncertainty.
Either from this career plan or simply from choices driven by current job needs, employees can exercise autonomy by creating a plan of development goals and tasks that can reflect different options, including career options. This plan can be continuously updated to reflect changing preferences, interests, and circumstances, which ameliorates the uncertainty that is present in today’s fast-changing business environment.
Both Career Planning and Development provide employees with a productive sense of status because the focus on growth, or mastery, helps the employee feel that their efforts will translate to greater importance to the organization as well as perhaps attainment of role titles and increased scope of responsibility. It also turns out that individual growth is perceived inherently by the subconscious as a status increase, even though it doesn’t involve status relative to others; instead it’s due to the relative comparison between the current and former self.
Oracle Goal Management supports social-enabled goals, which not only increase productivity, but also foster engagement through relatedness. Each colleague helping another achieve a goal further increases the sense of safety in others that comes with working on shared goals by supporting related conversations. Social-enabled goals also increase the opportunity for employees to collaborate beyond a person’s direct network and enhance social discovery.
Oracle Goal Management is also built around individual autonomy in how they achieve their goals. In particular, social-enabled goals promote the notion of a “goal as an ongoing conversation.” That is, make goals “live” throughout the review period and use the embedded conversation to “tell the story” and keep everyone up to date about the goal’s status and related circumstances that might necessitate adjustments to the goal’s achievement criteria. Since the goal’s conversations can be related to the conversations of other goals, any impact can be accounted for before making any decisions around changing the goal.
Social-enabled goals also help provide a sense of certainty for employees, closely associated with the sense of autonomy, since the ability for goals to react to changing circumstances gives the employee a greater degree of control, which translates to more certainty in ultimately achieving the intended purpose of the goal.
Oracle Performance Management supports the perception of fairness by employees through performance calibration features that help management ensure that standardized and consistent management practices are being practiced through total transparency in the area of talent assessment.
Oracle Performance Management also supports status and relatedness by the integration of kudos (person-to-person, public recognition from peers garnered over the review period) directly into the performance document. Kudos support status within Oracle Performance Management by signaling the importance the employee has to the organization through calling out what they did that was important. They also support relatedness through the real-time feedback they provide to employees since they can be created immediately and then later incorporated in the performance document, rather than having to wait until the performance process happens.
Workforce Reputation Management
Oracle Workforce Reputation Management provides employees an analysis of their presence in social media and how their peers and communities in social media see them across a variety of different measures and social roles. It supports autonomy in employees first and foremost by making participation a completely opt-in decision of the employee. Furthermore, the data and analysis of the reputation information about themselves, over a variety of dimensions and timeframes, is made available to employees expressly for their benefit of insight. The decision to opt-in and the use of the reputation information are in the context of greater autonomy provided to the employee regarding their career planning and development.
In addition, Oracle Workforce Reputation Management supports status for Employees by providing the information and tools that help them understand and gain insight into how their social media presence and behavior affects how their peers and communities see them. Through this understanding and insight, employees can then take steps to try to improve their reputation, thus improving their importance to the organization and in turn improve their status.
Talent Review and Succession Planning
Oracle Talent Review and Succession Planning helps to increase certainty for employees by providing a consistent and relevant framework of tools for planning succession paths and for charting the deployment of top talent.
As in the case of Performance Management, Oracle Talent Review and Succession Planning supports fairness through calibration features that help ensure that standardized and consistent management practices are being practiced through total transparency in the area of talent assessment.
Oracle’s latest generation HCM and Talent Cloud applications support the SCARF model factors and thereby support your adoption of the SCARF(TM) model, fostering a more productive, engaged and innovative workforce.
Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use.