Wednesday Apr 16, 2014

The Art of Conducting Job Interviews

By Anadi Upadhyaya 

wowI have always enjoyed the process of identifying, attracting and selecting the best talent. Hiring is one of those processes which uses both science (i.e. data science) and art. There are tools and techniques which help you to attract and shortlist candidates worthy for a job interview. Recruiting tools embedded with insightful analytics and various forms of preliminary tests help you to understand candidates better, but final selection is mostly a human driven process and it’s not yet a science.

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Friday Apr 11, 2014

When is “Big Data” in HR Just Analytics?

By Mike Vilimek

wow

If you follow HR technology even a little, you have heard something about big data. In terms of popularity, it’s right up there with other key trends like social, mobile, and the cloud. And while definitions for many of these are not set in stone, big data is by far the most undefined and misunderstood trend of the bunch. 


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Thursday Feb 27, 2014

Cutting Edge HCM: The Critical Revenue Driver

By Alka Asthana

wowWhen you start a discussion on how a cutting edge HCM system can deliver revenue, a few would quickly jump in and say that HR effectiveness has little to do with technology and everything to do with the quality of HR leaders. What perhaps they may be missing is, nobody is questioning the abilities of a good leader.Technology is certainly not a substitute for the leadership qualities we bring to the table.

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Wednesday Feb 26, 2014

Larry Ellison Talks Talent, Teamwork, And 'Insanely Great' Products

By John Foley - Originally posted on Forbes

wow

It’s not enough to “empower” employees. If companies truly want to unleash an empowered workforce, they need a new generation of human capital management tools that are designed to enable that, Larry Ellison said at Oracle HCM World last week. “Getting people to connect—to the company, to one another—makes for a much more satisfied and productive workforce, which is very different from how we looked at HCM before."

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Monday Feb 17, 2014

10 Trends Driving The Mandate For Modern HCM

By John Foley - Originally posted on Forbes

wow

Businesses need talented people—motivated, knowledgeable, high-performing employees—in order to thrive. That’s always been true, but never more than now, as many CEOs view their workforce as the big differentiator in today’s highly competitive business environment. This raises pressing questions for corporate leaders: Do their companies have the talent and skills they need to grow and innovate? 

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Wednesday Jan 22, 2014

7 Steps To Cut Recruiting Costs & Drive Exceptional Business Results

By Steve Viarengo - Originally posted on Oracle for Midsize Companies

wow

In good times, trimming operational costs is an ongoing goal. In tough times, it’s a necessity. In both good times and bad, however, recruiting occurs. Growth increases headcount in good times, and opportunistic or replacement hiring occurs in slow business cycles. By employing creative recruiting strategies in tandem with the latest technology developments, you can reduce recruiting costs while driving exceptional business results.

Here are some critical areas to focus on.

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Monday Sep 17, 2012

Summary of TaleoWorld 2012

Taleo World resulted in lively, positive conversation on social media, with 1,595 references on Twitter. Conversation was driven by users live-tweeting about the keynotes, product sessions/demos and customers. The Wednesday morning keynote resulted in a spike, and users responded positively to executive’s view on HCM and the innovative Oracle-Taleo product roadmap.  

This is a recap of the Twitter feed conversations highlighting top tweets and photos, as well as supporting materials, including the resulting coverage.  Please read The Taleo World Storify and click here

Five unique articles appeared on Taleo World. The Ventana Research blog and InformationWeek wrote in-depth articles focusing on Mark Hurd’s presentation, product strategy, and demonstrations of Oracle Taleo Cloud Service Feature Pack 12B and Oracle Fusion Tap, overall stressing Oracle’s commitment to customers and product development.

To view the full-text of all articles , please click below on the articles' name.

Oracle Presents a Taleo Future for Human Capital Management - Ventana Research blog

Innovation as a Choice - Steve Boese's HR Technology blog

Oracle Touts Taleo As HCM Heats Up - InformationWeek

With 43% of the Current Workforce Retiring In 10 Years, What’s A CEO To Do? - HireVue Digital Distortion blog 

What’s Your Recruitment Metrics Story? - SmashFly Recruitment Marketing Technology blog

Oracle Honors Hitachi Data Systems with 2012 Taleo Customer Innovation Award

High-Tech Leader Recognized at Taleo World for its Strategic Initiative Aligning Talent, Performance and Revenues

Oracle awarded the 2012 Taleo Customer Innovation Award to    Hitachi Data Systems (HDS), a wholly owned subsidiary of Hitachi, Ltd., for transforming performance management within its global sales organization with Oracle Taleo talent management solutions.
The Taleo Innovation Awards honor and recognize Oracle Taleo customers that advance talent management initiatives using innovation, leadership and best practices.
Oracle honored HDS along with finalists National Heritage Academies and CACI at a ceremony held September 13 at Taleo World in Chicago. Josh Bersin, President and
CEO of Bersin & Associates, was the emcee for the ceremony.
The honorees were selected from dozens of global submissions by a panel of influential industry analysts with expertise in talent management.
To view the full story and press release, click here.

Thursday Aug 18, 2011

Achieving Your Desired Business Results with an Integrated Learning Management Strategy

Author of this Post: Elaine Clement, Product Strategy Manager for PeopleSoft

Do you have a Learning Strategy that is integrated with your overall Talent Management strategy and is creating the business results that you expect?

Creating an effective Learning Strategy can be a daunting task. Research has shown that a Learning Strategy needs to be integrated with a comprehensive Talent Management strategy to have a positive impact to an organization’s business outcomes. More importantly, the overall Talent Management Strategy must be tied to measurable, meaningful business results.

Many organizations today have a Learning Strategy focused on providing some basic courses to meet the skills gaps of their workforce and staying in compliance. While this approach does meet the basic learning needs of an organization, it does not drive true business results. Here are a few steps that can help you create an effective Learning Strategy.

First, identify the issues that you want to address with your overall Talent Strategy. Are you having trouble finding candidates to fill your open positions? Do you have a strong pipeline of leaders? Has your employee engagement and productivity decreased? Focus on the most important issues impacting your organization.

Second, determine the key people needed to come to the table and define the business outcomes you are seeking to attain. These business owners should include and expand beyond the HR and Learning organizations. An October, 2010 Learning & Development study written by Mollie Lombardi of the Aberdeen Group states: “The top capability cited overall by 65% of all companies was visible senior leadership support for learning and development efforts. While direct managers are held accountable for development, senior leaders must make a visible effort to promote the importance of learning within the organization.”

Now that you have the right people involved, work together to define what your desired business results are and how those results can be measured objectively using business data to evaluate the effectiveness of the strategy. Be sure to focus on long-term goals to ensure the true success of your efforts.

Once your business outcomes and measurements are in place, evaluate the tools and programs that you can use to help meet those results. Do you need to create new or different Performance Goals across the organization? Are there new recruiting strategies that need to be put in place? How can you effectively utilize new learning opportunities to achieve your desired outcomes? Be innovative and use tools and programs that will engage, incent, and reward your employees.

Now for the fun part – the execution. Since you have included the key business owners needed to sponsor your strategy across the organization earlier in the process, it is time to get it started. Implement your new strategy with the support of your leadership team. The execution can be done in phases or all at once based on your business needs and the programs and tools you are using. Monitor the results of your strategy using your pre-defined goals and outcomes, both short-term and long-term. Adjust the strategy as needed to ensure that it has the greatest positive impact possible.

And finally – communicate your results. Be sure to let your key business owners know the results of your efforts, supported by real data, on an ongoing basis. Using the pre-defined measurements developed with these key stakeholders, you can effectively demonstrate the correlation between your Talent and Learning Strategy and the desired business results.

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Oracle is the Human Capital Management solution of choice for more than 18,000 Oracle customers in over 140 countries, including 8 of the top 10 Fortune 500 companies and 30 of the top 40 innovative companies.

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