Trends, Product and Industry Insights to Help Create Your HR Tomorrow, Today.

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5 Lessons for HR Leaders from Modern Business Experience

By Krista Sterner, Event Marketing Director  At Modern Business Experience 2019, HR leaders from organizations around the world gathered to discuss ways they’re navigating shifting employee expectations, emerging business models, new technologies, and so much more. For three days, attendees heard from hundreds of experts, practitioners, and thought leaders about the trends and market realities they must prioritize in order to reimagine the employee experience, support business agility, and foster a culture of innovation. In addition to several inspirational keynotes designed to help all core business functions rally around a common goal, the HR-specific tracks offered tailored insights and takeaways that attendees could easily apply and share with their teams. Some of the top takeaways from this year’s event paint a clear picture for today’s HR leaders: In order to add true value to your organization, you must be equipped with the tools and insights needed to adapt to new disruptive forces. 1. Disruption isn’t just a business issue; it’s a global issue. Disruption was the thread connecting all the sessions at Modern Business Experience, particularly within the powerful keynotes. Willis Sparks of Eurasia Group said it best, referencing the state of global politics and its impact on the business climate: “Disruption is the order of the day.” His overview of major political shifts over the past 10 years illustrated just how quickly even the most established institutions can be turned upside down. While this session painted a broad picture of how organizations and their functional areas can feel the heat from disruption, the HR track content spotlighted how new competitive dynamics, consumer behaviors, and workforce preferences are changing the way companies hire, train, and engage with employees. “#Disruption is the order of the day." Concise and insightful overview into current international #politics. Great way to start the #OracleMBX keynote. Thank you, Willis Sparks! @EurasiaGroup pic.twitter.com/6hKHWWkBrS — Oracle (@Oracle) March 20, 2019   2. The cloud is shaping how businesses respond. As organizations strive to navigate disruptive forces, adapt to consumer needs and preferences, and exceed competitors of all sizes, technology is a rightful weapon of choice. During a talk on the final day of Modern Business Experience, Oracle CEO Mark Hurd explained why organizations are moving to the cloud in droves. Cloud technology reduces costs and labor while improving efficiencies and supports organizations in their broader innovation initiatives, including adoption of artificial intelligence (AI), Internet of Things (IoT), and more. He added that the cloud is not a technology, but rather “a way of thinking of architectures and business models.”  The benefits for HR specifically are significant. The cloud empowers teams to not only embrace cutting-edge technologies to improve efficiencies and collaboration, but to help strengthen data security and compliance. 3. Culture is making transformation a reality. Digital transformation was another common theme at the event. Many speakers offered practical guidance and tactical advice for making transformation a reality, not only in terms of business processes, but also how they manage employee experiences and evolve their corporate culture. Charlene Li, Senior Fellow at Altimeter, emphasized the importance of employing a disruptive mindset and cultivating a culture that supports risk-taking, going as far to note that “culture eats strategy for breakfast.” 4. Best-in-class organizations have customers at the center. During her presentation, Li also noted how the constant evolution of the customer is driving competitive dynamics. She stated that to be successful, organizations must not only know who their customer is today, but who they will be tomorrow. Then, they must have strategy and technology in place to meet customer needs, even for employees not in a customer-facing role. In the case of HR, leadership must hire people who not only represent the brand’s values and missions, but also represent the customer’s values. Their skills, behaviors, and viewpoints must align completely with where the company is today and where it will go in the future. To ensure this, HR leaders must implement more sophisticated hiring, onboarding, and engagement methods. “Are you going to be where the future customer will be, or are you trying to be where he is now?” - @charleneli inspires at #OracleMBX pic.twitter.com/l3GiEzR95j — Oracle ERP Cloud (@OracleERPCloud) March 20, 2019   5. HR leaders are helping dictate their businesses’ future. In the HR track, numerous brands across industry segments shared their cloud migration stories. Among them were Caesars Entertainment, Penn National Insurance, and Veterinary Health Group, who realized success by moving to Oracle HCM Cloud and Oracle ERP Cloud. Although organizations have different reasons for moving to the cloud, their desire to deliver on business promises today and in the future is the same. By moving two functional areas to the cloud in tandem, all companies were able to improve cross-functional collaboration and efficiencies, two critical ingredients for excelling in the digital era.   "Now we can have that #transformation conversation. We have a #modern platform and it's constantly changing and evolving.” Keith Causey of @CaesarsEnt with @StevenRMiranda on why they chose #Oracle. #OracleMBX pic.twitter.com/H7ktpg7R8f — Oracle (@Oracle) March 20, 2019 Get ready for 2020! Modern Business Experience was a whirlwind event that brought together the brightest and most innovative minds in business today. We’re still reveling in the great content and conversations and we’re already preparing for 2020. Want to see what we have up our sleeves? Sign up to receive exclusive updates and see how we’re planning to make the conference even better for HR attendees next year.

By Krista Sterner, Event Marketing Director  At Modern Business Experience 2019, HR leaders from organizations around the world gathered to discuss ways they’re navigating shifting...

Focus on Talent

5 Ways Onboarding is a Better Approach Than Orientation

By Jason Richmond, Chief Culture Officer and Founder at Ideal Outcomes  Let’s say you’re doing a lot of things right when it comes to culture. However, whenever a new employee joins your company, the way they are welcomed may undermine all your efforts. If you’re like most employers, your onboarding processes may not reflect the culture you’re trying to build. Many employers lack a formal process to help new employees become a part of the team. The hope seems to be that—over time—employees will simply acclimate. Unfortunately, this approach doesn’t work. New employees decide very quickly whether to stay with or leave a company. This early decision-making is one reason why a formal onboarding process to engage employees with culture over time can reduce turnover and help increase engagement.  HR's New hire orientation is simply not going to “cut the mustard” anymore. Here are five ways onboarding beats orientation every single time.   Learn 5 Steps that Will Ignite Your Business Culture and Inspire Employees to Drive and Sustain Growth       1. Onboarding is Thorough Many people think orientation is the same as onboarding. It’s not. Onboarding is an ongoing process designed to help a new employee engage with the organization’s culture and become a contributing part of it. Unlike orientation, it begins long before the employee is hired, with the establishment and management of the company’s culture. Over time, onboarding communicates your company’s purpose, culture, and organizational goals, all the while helping to establish relationships with supervisors, mentors and others that will be key to success. Says Hope Engelmann, a project manager who recently joined matter management software maker Legal Files, “My new firm focuses on education during onboarding. On day one they welcomed me with an orientation. But it didn’t end there. The company enrolled me in a comprehensive training program where I regularly meet with other team members for training. They even have me shadow daily customer meetings so I can learn how our team manages those relationships.” Onboarding lasts for as long as the employee needs support. Orientation, on the other hand, rarely lasts longer than a week. It’s less about establishing connections and relationships within the new culture than it is about conveying rules, roles, and responsibilities. Orientation can actually be a part of the onboarding process, but onboarding goes far beyond the simple parameters of an orientation session. New hires notice the difference between orientation and onboarding in terms of the investment the company makes in its new hires. Says Engelmann, “Everyone seems invested in my success, which is reassuring when you’re the new person with everything to learn.” Unfortunately, not every onboarding program deserves the name; most are little more than in-depth orientations. Only about 10% of onboarding programs last for three months or longer. But a good onboarding program (that includes the elements above) can go a long way towards helping employees internalize the culture you’ve worked so hard to build. 2. Onboarding Serves People First Onboarding and orientation serve different masters. Orientation serves the company by communicating expectations and defining an employee’s role, rather than inviting the employee to become part of the organization and its culture. Onboarding, on the other hand, exists to serve the employee by helping them engage with the organization’s culture, connect with others who can help them succeed, and ease their adjustment into their new role. Onboarding supports the employee’s journey to become a successful contributor within the organization. 3. Onboarding Lasts Months, Not Hours or Days Orientation typically lasts a day or two and involves going through paperwork, signing up for benefits, walking through the company’s rules, and being assigned a desk/workstation and the tools to do the job. There might even be some videos to watch and some tests to take. However, once that’s done, so is orientation. By contrast, onboarding encompasses orientation and then takes it to another level. And this is a crucial difference, given that employee turnover is highest within the first few months of taking a new job. First impressions of your company are critical to retention; an employee-centered onboarding approach helps to ensure that those early experiences are positive. 4. Onboarding Includes Mentoring Onboarding takes a more complete approach to helping an employee succeed in a new job, including helping them establish relationships - such as mentorships – that will help them be more successful. Formal mentor programs help combat high rates of new employee turnover.  Mentoring relationships work because they support employees’ fundamental need to feel cared about at work. This need is so important that it is related to no less than one third of the questions on Gallup’s Q12 employee engagement survey.   An onboarding program that fail long-term mentoring for new hires can help to ensure that the answer to these questions is yes, strengthening engagement with your company culture. 5. Onboarding is Millennial-friendly These four questions from the Gallup Q12 seem to figure particularly large in the minds of many millennials. This group typically has a higher need for communication from their employers than other generations, up to 54% higher according to some studies. They also tend, as a generation, to see work as a chance to develop their skillsets: 87 percent of millennials in a recent Gallup survey said that development was important in a job, compared to only 69 percent of non-millennials. Millennials also desire, but don’t routinely receive, feedback about their performance. A thorough onboarding program can address these needs in the early months of their tenure so that millennials can become better acclimated  with the workplace culture. Your employees will begin evaluating whether your culture lives up to your organization’s claims during the interview process, and they will look for evidence to confirm or refute that impression from the moment they step through your door as a new employee. With a thorough and structured onboarding process, you can ensure that those first impressions—as well as those that come after —will be positive. Learn More  Want to onboard your new employees better? Look no further than Oracle Global Human Resources Cloud, which includes solutions that support HR Help Desk, Workforce Predictions, and Workforce Modeling to help you get your organization off the ground.  You Might Also Like:  How to Build a Thriving Culture on a Global Scale 3 Reasons to Prioritize Diversity In Your Company Two High Impact Strategies for Smart Recruiters

By Jason Richmond, Chief Culture Officer and Founder at Ideal Outcomes  Let’s say you’re doing a lot of things right when it comes to culture. However, whenever a new employee joins your company,...

Customer Stories

Esterline Fuels Innovation with Oracle HCM Cloud

Esterline is a specialized manufacturing company principally serving aerospace and defense markets. Headquartered in Bellevue, WA—They have innovative products that help save lives, start Formula One race cars, revolutionize air travel, and change the face of how humans and machines interact. Oracle Senior Writer, Linda Currey Post, sat down with Shahbaz Alibaig, Esterline’s senior HR operations, HR technology, and global talent acquisition director, to discuss their CEO’s global vision to become “One HR, One Esterline” by leveraging Oracle HCM and ERP Cloud. Excerpt from the original Forbes article: Esterline’s HR team chose Oracle Human Capital Management (HCM) Cloud to serve as the foundation of its new, global “One HR” strategy. “As a team, you can come up with a vision, you can come up with strategies, but you’ve got to have something that brings everything together. Vision without execution is hallucination,” Alibaig says. “That’s where Oracle HCM Cloud has been beneficial for us. It has enabled us to function as one HR enterprise, and it has made all of us realize, ‘Hey, we need to move to one standard—globally.’”  ... [Read More] Oracle HCM Cloud is gearing up for the 2019 Rubies Awards. If you know another superstar customer, like Esterline, nominations are open through December 21, 2018 and will be announced at next year's Modern Business Experience.

Esterline is a specialized manufacturing company principally serving aerospace and defense markets. Headquartered in Bellevue, WA—They have innovative products that help save lives, start Formula One...

What a difference a year makes!

I need to admit that you can easily have a déjà-vu if you visit UNLEASH year after year. So was it Groundhog Day again? Monsters at the entry, stairways to the left, lobby, meeting area (if you would like to have a more detailed picture check my live streaming replay).   But, “what a difference a year makes!” With a white, modern, fresh, open spaces, and two stories!! So, Oracle was the only vendor with its own Executive terrace which enabled a fantastic view over the entire exhibition area. But this was definitely not the only reason why Oracle had continuously more traction at the booth in comparison with the other vendors. A new increased interest in Oracle HCM Cloud was tangible. The new "Enjoyable, Smarter and Supportive" release is grabbing more and more attention in the market. Oracle's new positioning in Gartner's Magic Quadrant as innovation leader in HCM Cloud reflects this well and helps to boost interest, too.    So, what is it that creates this interest? The new release of Oracle's HCM Cloud displays itself in an entirely new look and feel. You can scroll the front pages just as on LinkedIn etc. (we call this Newsfeed design). Intuitively everybody understands what to do. Complex drop-Down menus? No. Smart pre-selection of information narrows down the reasonable fields for a much easier navigation in the Suite, and this makes information finds you instead of the other way round. Chatbots, Machine Learning, AI - it is all integrated. And, it is fully mobile because it is ONE Cloud. You start a process on one device and continue on another. No problem. Data always real-time accurate. Or you just do workflows, which have been complex in the past, with a couple of clicks on your smartphone.   Additionally to the booth, we had a separate meeting area for executive 1:1s. With a couple of thousands HCM Cloud installations worldwide, you can imagine that our Oracle executives have a vast knowledge of projects: what went well, what could have been handled differently or how to approach a digital transformation whilst keeping everybody on board. June Farmer and Guy Waterman, both from Oracle US Product Strategy, did one executive meeting after the other, as did Daniel van den Broeck and Steve Fearon, Oracle EMEA Business VPs. Flanking the demos, this was a perfect occasion to have an unfiltered exchange on the managerial aspects of such projects. Besides the technology, the managerial side is equally important as is the adoption among the employees. And even beyond HCM: Think of connected enterprises, think of IoT and smart devices in your organization - your HCM system will need to "speak" with other areas of your business, e.g. your Resources Planning or Finance system or your Marketing and Sales systems. Agile enterprises appreciate and already implement this agility and ad-hoc insights which come along with it.   And even beyond these very beneficial exchanges on executive level, we tried to capture the most boundary pushing ideas in our Otalk studio. Otalks are TED talk like short video pieces, where we try to filter the essence of all the hundreds of great ideas which are presented all over the two days in dozens of smaller and larger sessions. Josh Bersin shared some newest findings with us, as well as some key partners of ours or influencers. Another highlight was my interview with the buddhist monk Matthieu Ricard ( https://www.matthieuricard.org/en). He added interesting perspectives on our responsibility to make something out of the new technological possibilities which we now have at our hands to make the world a better place. It was easy to engage with him once I told him about our mission to "make Work more human!". A very inspiring interaction.   I need to re-emphasize that in these two fully packed days @UNLEASH you can find an enormous amount of knowledge, interesting people and down-to-earth discussions. We wanted to share all of this via a 30 minute live streaming. Marc Coleman, the founder and father of UNLEASH was with us as well as I was interviewing some key people on their perception and experiences. I was told afterwards that we had a lot of attention especially from our key competitors doing this. For a good reason. We showcased  the beauty of our new UX is, how our prospects adopt it, as well as the integration of advanced technologies as AI and the power of an integrated cloud solution. Much to speak about,  and a lot of value coming with it for customers.   Demo after demo after demo. We are evangelizing it over and over again: the best software needs adoption, otherwise it is useless. The individual user is in the center of our new HCM Cloud. This needs to be experienced. Logically we demonstrated this live and directly to many interested people. We even had people queuing for demos and it came to a point where we had a hard time keeping to the schedule because people were so interested in the new easy-to-use, personalized and self-learning experience in HCM Cloud.    You can imagine that this is quite exhausting for everybody. For us, but for our customers and prospects too. So, what else would be a perfect closing of such a day then a good companionship, some drinks and a decent dinner with ongoing intelligent exchanges? In good tradition, we had our Cocktail Party at the Oracle Booth. And I can tell you it was packed! Directly followed by our "Oracle International Dinner". Around 150 top notch attendees have been our guests on a historic boat, the "Prins van Oranje". A fantastic place, great dinner and lovely guests. We continued discussing in a very informal and pleasant environment. Our executives shared their experiences, as did Product Strategy and our EMEA Thought Leadership team. A great occasion to network and create plans for your tomorrow, today.   You think this was it? This was only day 1!! Day 2 was great too. We continued Otalking, Exec Meetings, demos, etc. We had a very interesting panel discussion with two very convinced customers, Staples and Westmidlands Police, run by Bart van Keer. Overall, there are dozens if not hundreds of sessions. So, UNLEASH is not only very effective in terms of relationship building with executives, but also is a vast pool of great ideas. You will discover a couple of these when we will release the Otalks online soon.   So, what was the difference? It was the vibe and attitude all around our booth. The new release of our HCM Cloud, as well as the very positive market perception (Gartner Magic Quadrant), changed something. I won’t be able to quantify this, but everybody radiated a lot of energy. A new confidence was there and that resonated with our customers.   Two exhausting days, but as far as I know, a great success for us and a great benefit for all our customers and prospects. We can be proud of this team and community. I am.     Joachim Skura HCM Strategy Director  

I need to admit that you can easily have a déjà-vu if you visit UNLEASH year after year. So was it Groundhog Day again? Monsters at the entry, stairways to the left, lobby, meeting area (if you...

Focus on Talent

Help Talent be Found: A New Oracle and LinkedIn Collaboration

If you’re a human resources pro or recruiter trying to find the right candidate for a job today, you know how competitive things are. It’s a huge challenge to find the handful of people who have the right skills and background, and you can’t rely on them finding you: You need to be proactive, and that means you need to quickly know who’s out there, both external candidates and talent within your own organization. In a world where opportunity has to find talent, not the other way around, HR has become one of the most vital functions in the enterprise. It also has to work differently – smarter and faster. That’s why Oracle is expanding our partnership with LinkedIn to reimagine this aspect of HR for the future. With our recent announcement, we’re more powerfully connecting Oracle Human Capital Management (HCM) Cloud and Taleo Enterprise Edition with LinkedIn to uniquely deliver a unified talent marketplace for customers. Inside Out: the Employee View It’s well documented that a role’s best candidates typically come from within the organization.  Based on our conversations with customers, talent development and internal mobility are key priorities for many of the world’s leading enterprises. That’s why we’re excited to be rolling out Talent Profile Import, which allows employees to import key elements of their LinkedIn profiles into their Oracle HCM Cloud Talent Profile.  Coupled with expanded integrations with LinkedIn Learning, these will be key enablers for our customers’ development and internal mobility initiatives and will allow their employees to explore and realize their career aspirations. Unifying External and Internal Talent Pools: the Recruiter View LinkedIn is a robust talent marketplace that’s fast approaching 600 million profiles. The problem for recruiters is streamlining the process of finding the best candidates from disparate sources. Our work with LinkedIn means that you’ll get a unified view of the best potential candidates, regardless of source.  More specifically, recruiters will be able to search LinkedIn members and see those that best match a job requisition or project directly from within Oracle Recruiting Cloud or Taleo Enterprise Edition.  A Whole New Experience: the Candidate View Even with the rising importance of opportunities needing to find talent, it remains critically important to enhance the experience for external candidates and to help them have the best shot at getting the job.  Now, during the apply process, they’ll be able to see who in their LinkedIn network is the best contact to refer them in and initiate a request for referral. I couldn’t be more excited about our expanded relationship with LinkedIn as we look to deliver on key priorities for our mutual customers.   

If you’re a human resources pro or recruiter trying to find the right candidate for a job today, you know how competitive things are. It’s a huge challenge to find the handful of people who have the...

Business in Front, Party in Back: A Business Case for Success in the Cloud

Written by: Jeff Haynes, Director, Baker Tilly Human Capital Consulting Practice From shoulder pads to big hair, John Hughes movies to Madonna, the 80s gave us some iconic trends. One of which was the most popular hairstyle– the mullet – that will haunt every family portrait until the end of time. It turns out that the mullet actually makes for a pretty good metaphor when it comes to human capital management (HCM) implementations. The phrase “business in the front, party in the back” has historically described the infamous hairstyle, but as it relates to HCM implementations, consider the following: A successful transformation requires a compelling business case to justify the first steps – business in the front – and an enduring governance model to continuously measure and sustain that business case for the organization – party in the back. Quantitative and qualitative measures of success The art of combining a financial return (hard data) with human resource (HR) effectiveness (soft data) can be difficult to quantify, and frankly, sometimes difficult to swallow. From a quantitative perspective, there are a number of hard dollar savings to gain from moving from an on-premises solution (come on, it’s not the 80s anymore!) to the cloud: Eliminating HCM servers and maintenance HCM server upgrade cost avoidance Lessening/eliminating HCM application/software support, maintenance and updates Reducing overhead support costs (patches, IT overhead, IT chargebacks) For more qualitative measures, organizations will look for a return on leveraging technology for more efficient and effective HR programs. This criteria might include: Reduction in onboarding time Reduction in voluntary turnover Improvement in strategic workforce planning Elimination of manual/email/spreadsheet based processes Capturing these measures and criteria, designing the processes to improve it, and building the tools and capabilities to measure it during implementation, will enhance the governance framework and drive the organization toward successful outcomes. Now that you’ve taken care of business up front, it’s time to party (or in other words, after the implementation is underway, it’s time to focus on governance). This is where an organization builds the muscles required to sustain themselves in this new cloud environment and realize the benefits and value that they are banking on. Baker Tilly takes an approach to governance that drives successful outcomes from organizational alignment, ongoing solution support, maintenance and enhancement. We strongly emphasize this because we often see it as a common misstep in the marketplace - where organizations have moved to the cloud but were not properly equipped to sustain themselves post implementation. 4 key dimensions of governance and the interplay between them Structure: Just like any good mullet needs structure, an enduring governance model needs continuous assessment of the organizational alignment of the solution. Solution support: In the same way your favorite hairspray keeps your ‘do in place, an organization needs to build end-to-end support processes to get the most out of the investment and the continuous R&D reflected in multiple updates per year. Maintenance: Just as you’d comb your mullet to keep those locks tame, your governance model should provide tools and templates to support continued maintenance and upgrades. Enhancement: Like teasing your hair to create that ideal 80s volume, building the ongoing relationship with the client’s technology vendor (Oracle) to play an active role in the HCM cloud ecosystem, is important to ensure innovation for the future. Learn more at Oracle OpenWorld  Our clients have success with HCM Cloud by establishing a business case that measures success and alignment to business outcomes, which then leads to a tailored implementation, supported by a foundational governance model that ensures continued support and innovation. To learn more about our approach, we hope you can join us at Oracle OpenWorld for our session, Business in Front, Party in Back: A Business Case for Success in the Cloud [4] Monday, Oct 22, 11:30 am - 12:15 pm | Moscone South-Room 208, to hear how Creighton University built an effective business case to justify its move to Cloud and an effective governance model that is supporting Oracle HCM Cloud for long term success.

Written by: Jeff Haynes, Director, Baker Tilly Human Capital Consulting Practice From shoulder pads to big hair, John Hughes movies to Madonna, the 80s gave us some iconic trends. One of which was the...

Focus on Talent

How Mark Hurd Increased Employee Retention at Oracle by Improving Onboarding Practices

Hiring good employees can be expensive. We recently took a look at just how costly it can be, and the numbers should be sobering for any HR professional or finance executive. It can cost between 10 and 30 percent of his or her annual salary to replace a departed employee making less than $75,000 a year, and high-skilled demanding jobs can cost employers up to 200 percent to re-staff after a valuable employee heads for “greener” pastures. Oracle CEO Mark Hurd understands the importance of low turnover for the bottom line as well as any executive. Oracle has almost 140,000 employees, which means that small changes can have huge impacts when it comes to employee satisfaction, job performance, and retention. It’s very much in his interest to ensure that Oracle’s employees feel like they’re part of something great, and creating that atmosphere has to begin on day one of every new hire’s tenure, no matter where they work or what they’ve been brought on board to do. Early in his tenure, Hurd discovered something problematic about Oracle’s onboarding processes: they weren’t consistent, they weren’t comprehensive, and they just weren’t working to get most new hires up to speed. At least, that was the opinion of Oracle employees surveyed on previous onboarding practices. Hurd discussed this particular issue at length during his keynote speech at Oracle’s HCM World conference this year: “We have to do our best to make it easy to assimilate into the company. We had 35 percent favorability, if I remember right... about our onboarding. So it figures I had the easy part of this. I got the data and didn't like it, and I told [Oracle EVP of Human Resources Joyce Westerdahl] to fix it. Somebody on Joyce's team did a lot of work to start to get common website capability, common training capabilities. ‘How do you join a company and get a PC?’ ‘How do you join the company and get a mobile phone?’ ‘How do you get an employee number? How do you get a badge?’ All of this stuff sounds so rudimentary, but it was taking weeks for some of this stuff to get done. And in the meantime, the employee's unmotivated and doesn't understand where the resources are. I think in our last couple of surveys we raised that from 35 percent favorable to around 80 percent favorable, just by the work that was done. That's a really good example for us, to our people. We listened to you, we evaluated what you said, we acted, and we got a better answer.”                                       Onboarding can be one of the most critical times in an employee’s tenure. Their experience in those first few days sets the tone for how they perceive their new employer and their new coworkers. A smooth and effortless onboarding experience sets both employer and employee up for success, while a rocky start can leave a new hire wondering just what they’ve gotten themselves into. The data shows, time and time again, that a great onboarding process will more than pay for itself over the long run:   Up to 20 percent of turnover happens in the first 45 days of employment Standard onboarding processes lead to 54 percent greater productivity in new hires Companies lose up to 2.5 percent of their revenue to new hire learning curves Good onboarding results in 18 percent greater new-hire goal achievement   At Oracle, we’ve done more than improve our onboarding practices — we’ve taken what we’ve learned and used it to build a complete onboarding solution as part of our Human Capital Management (HCM) Cloud. The technology behind this solution works not only with brand-new employees, but with employees moving into a new role in the same organization. It even covers “pre-boarding,” that period of time between accepting a job offer and showing up at the office for the first day of work. Acclimating new hires to the company culture and introducing them to their peers in advance can further speed and streamline the transition from first-day jitters to all-star performance. Would you like to learn more about how we turned our CEO’s insight into actionable processes, and how we can put those processes to work for you? Click here to get started.

Hiring good employees can be expensive. We recently took a look at just how costly it can be, and the numbers should be sobering for any HR professional or finance executive. It can cost between 10...

Customer Stories

Cantor Fitzgerald Rebuilds in the Cloud After 9/11 Tragedy

There are some Oracle Human Capital Management (HCM) Cloud customer stories we have the honor of sharing, that surpass all metrics, all odds, and make you forget about technology for a second. Cantor Fitzgerald, the global financial services firm, is one of them. Oracle Senior Writer, Linda Currey Post, sat down with Michael Chang, Cantor Fitzgerald's director of human resources operations, to discuss overcoming the loss of 68% of their workforce on 9/11, and how they are currently thriving as a business and adopting new cloud technology to enable their transformation.  Excerpt from the original Wall Street Journal article: Cantor Fitzgerald, the global financial services firm, suffered catastrophic losses on September 11, 2001, when an airliner hijacked by terrorists hit its headquarters in the north tower of New York’s World Trade Center. More than 60 percent of the company’s workforce at the time—658 people—perished. Seventeen years later, the firm is flourishing. With a new headquarters in midtown Manhattan, CantorFitzgerald now employs more than 12,000 people, who work in 60 offices in 20 countries. Under the leadership of chairman and CEO Howard Lutnick, the firm, which provides investment banking, prime brokerage and commercial real estate services, has also become a philanthropic force. The Cantor Fitzgerald Relief Fund has distributed $320 million in support of both the families of employees who were killed on 9/11 (including the chairman’s brother, Gary), as well as other victims of terrorism and natural disasters. And every year on 9/11, which the firm now calls Charity Day, the company donates its revenues and its traders donate their commissions, raising $147 million so far for nonprofit agencies that can apply for grants. Celebrities including Lady Gaga, Jake Gyllenhaal and Eli Manning have joined the traders in calling customers to encourage them to complete more trades and raise more money. New HCM System Tracks Growth  Cantor Fitzgerald’s entire trading business depends on robust technology. It was an electronic trading pioneer in the 1990s with its eSpeed platform, taking that e-trading subsidiary public in 1999. It also moved recently to a state-of-the-art human capital management system, choosing Oracle HCM Cloud to help the firm keep pace with its frequent acquisitions and the resulting growth in the number of employees, says Michael Chang, Cantor Fitzgerald’s director of HR operations. When Cantor Fitzgerald acquires companies, Chang says, their employee records are often difficult for the headquarters HR team to access. “Now we can put all our employee data into one global single instance of Oracle HCM Cloud, which allows us to apply analytics to get accurate insight into who our employees are, where they are and the lines of business they support,” he says. Want to learn more? Find where Cantor Fitzgerald is today with their cloud upgrade in the original article by Currey Post on WSJ.com.     

There are some Oracle Human Capital Management (HCM) Cloud customer stories we have the honor of sharing, that surpass all metrics, all odds, and make you forget about technology for a second. Cantor F...

Employee Engagement

3 Shocking Statistics About Your Millennial Workforce and How to Mitigate Them

Written By: Lauren Antone, HCM Cloud Associate Product Marketing Manager at Oracle How to effectively manage your talent continues to be a hot topic discussed and explored by organizations. By now companies are familiar with the popular buzz-phrase, "employee engagement." Organizations understand the importance of defining their workplace culture and hiring the right talent with key skills and personal goals that align with those of the company. They are even taking that extra step and investing in their employees’ experience, because employee satisfaction is the key to increasing employee engagement, retention, and productivity, right? And yet, here are three shocking statistics you need to know about your workforce: Only 33% of employees report being engaged at work 70% of employees say they are dissatisfied with future career opportunities within their organization 93% of millennials left their employer the last time they changed roles While workplace culture and employee satisfaction are critical components to engagement, there is still a disconnect between employees and their workplace. Where is the millennial voice in this conversation? As a millennial working in Silicon Valley and human resources software, I've seen firsthand how companies struggle with effective talent management within their organizations. For Bay Area companies, the competition to attract and retain talent is fierce—especially when your competitors offer everything under the sun to get talent through their door. I've witnessed my peers recruited to companies by attractive work perks and a laid-back culture, promising work-life balance and fun! For a while this works. Who doesn’t love free meals, working remotely, and taking a break with furry office friends? However, despite these attractive incentives, these same peers never stay longer than a year or two. So, what gives? This is because employee satisfaction does not guarantee engagement, and your disengaged employees are already looking for their next career move. Millennials are among the lowest percentage of engaged employees, and from this we've gotten a bad rap. We are often stereotyped as impatient, selfish, and disloyal job-hoppers. Truthfully, job-hopping has become the norm for the rapidly growing millennial workforce, and according to a LinkedIn survey, it's nearly doubled in frequency over the last 20 years. But what our "disloyalty" reveals is that our professional needs are not being met. There is a misalignment between organizations’ perceptions of what millennials value and what we actually value that is perpetuating this behavior. So, without further ado, here it is: Everything your company needs to know about what your millennial workers really want and how to engage us, shared directly from a millennial herself.  Millennials want a defined career path with advancement opportunities. If a company can't provide this, it’s already lost us. Future career opportunity is one of the top three global drivers of attrition. Millennials highly value a job that will accelerate professional and career development. Perhaps it’s the stage of our lives that we are in, but this can be a big miss for organizations that are not prepared to show us what’s next. Six months ago, I was at a crossroads in my career, thinking critically about my future. Oracle provided a clear roadmap of career path opportunities and the key competencies required for advancement in roles of interest, preventing me from seeking outside opportunities and enabling me to successfully transition to my desired role. Companies that offer career mapping are on the right track! Your millennials will feel empowered about their career decisions and more motivated in their work when they understand the criteria your company has set on what it takes to advance.  Millennials want a coach, not a manager. Ambitious as we are to advance our careers, we want a “coach” who can help us learn and grow in our current role. More so than other management styles, coaching helps employees understand what needs to be done and unlocks their willingness and potential to learn from failure. Begin with a discussion around goals. According to a Gallup survey, employees are almost three times more likely than others to be engaged when they’ve had a conversation with their manager around goals and successes in the last six months. Managers that set well-thought-out goals provide clarity for expectations and measuring success, allowing millennial workers to develop professionally. We can understand our strengths and weaknesses and feel accomplished when we succeed, which leads to greater engagement. But don’t forget the millennial has goals too! We want to share our professional aspirations with our managers and have a say in setting performance expectations that are fair but challenging. My best managers have always taken the time to understand my personal goals and worked with me to align them with the business objectives, resulting in greater motivation and productivity. Millennials want feedback. All. The. Time. Surprise! Along with collaborative goal setting, we want feedback from our managers 50 percent more often than other employees, and as frequently as once per week. We are the digital natives, and as such, we are used to getting instant feedback at the touch of a button in order to learn and grow. Yet only 17% of millennials strongly agree they receive routine or meaningful feedback from their manager.   Annual performance reviews and quarterly check-ins aren’t enough to keep us engaged. Ongoing feedback from management enables us to see how our daily performance aligns with our goals, and supports our professional development (which we already know is a top priority for millennials). As a millennial, I can tell you that I appreciate the time my manager makes to provide an open-door policy for continuous feedback. Getting the managerial perspective not only provides direction, but it speaks to the quality of my work and enables the sharing of knowledge for professional growth. For me, this is a motivator to keep elevating my performance and keeps me happy and engaged. HR leaders and managers need to be proactive with their engagement strategies and development opportunities if they are to retain their millennial workers. As one of these leaders, begin by showing your workforce that they have a future with your organization where they can learn, develop, and succeed. For additional information on how to engage your millennial workforce with impactful talent management, visit the Oracle Talent Management Cloud homepage.

Written By: Lauren Antone, HCM Cloud Associate Product Marketing Manager at Oracle How to effectively manage your talent continues to be a hot topic discussed and explored by organizations. By now...

Future of Work

CEO Mark Hurd: Artificial Intelligence Brings Innovation to HR

Managing human resources for a large enterprise can be incredibly challenging. Hiring one new employee often involves a half-dozen or more steps, spread out across weeks or months. A company like Oracle needs to hire thousands of people each year—if hiring processes were conducted manually for every applicant, it would leave the HR department no time to do anything else. Employees also need to be paid, their benefits must be properly allocated, and their performance needs to be tracked so management can offer promotions and bonuses to the most deserving people. The challenge of human capital management (HCM) can overwhelm startup HR leaders even at smaller scales, particularly if they’re overseeing rapid expansion. While HCM applications like Oracle HCM Cloud can greatly streamline simpler tasks, an “unintelligent” HCM solution simply isn’t enough to address the myriad challenges today’s enterprise HR departments must tackle every day. That’s where artificial intelligence (AI) comes in. AI innovation can help HR departments manage recruiting, onboarding, retention, performance tracking, and a range of other critical employee oversight and optimization functions. Oracle has integrated AI into many parts of its HCM suite, and this has already resulted in internal successes, as CEO Mark Hurd noted at the SuiteWorld18 conference: If I asked our head of HR, "Would you like an AI application?" I'm not sure what she'd say. But if I told her that I could help her do a better job of recruiting the 2,000 college kids we recruit every year, by knowing things like whether their GPA would do a better job predicting their future success at Oracle, or the school they went to or their major or any of these hundreds and hundreds of correlations... she's going to buy that every single day. To put this into perspective, Employment Background Investigations found that last year, the average job opening attracted 250 applications, with only two percent of those applicants even called in to an interview. For an enterprise company, hiring 2,000 employees could require drawing from a pool of as many as 500,000 applicants -- that’s more people than live in the cities of Atlanta or Miami. The company would need to conduct roughly 10,000 job interviews to find its 2,000 new hires. That’s a lot of work for an HR department. It would simply not be possible to sift through a half-million prospective applicants by hand. Winnowing the field down in a viable way, based on AI analysis, provides enormous benefits to busy HR teams of all sizes. Recruiting is challenging enough, but retaining and rewarding employees in large organizations can be still more difficult. Employees must be made to feel like they’re part of something worthwhile from their first day on the job. An effective onboarding program can make all the difference between a new hire becoming a loyal contributor and quickly burning out and leaving the organization. A study by the SHRM Foundation discovered that a good onboarding program can make new employees 69 percent more likely to stick with their new employers for up to three years. AI helps HR teams provide customized onboarding and training programs that address each new hire’s strengths, weaknesses, and particular operational requirements. Hurd aptly compared this ability to personalize training programs to the potential of individualized drug development at Oracle’s 2017 HCM World conference: There's going to be one drug discretely prescribed for our chemistry as individuals. Same thing's going to happen as we start to evolve here in HR. We're going to get more prescriptive and more specific about individuals and how they specifically work, grow, and develop. Another added benefit of AI-enabled recruiting and onboarding (among other functions) is the AI systems’ abilities to identify and analyze patterns in the use of these tools. The results of this analysis can help HR leaders improve their organizations’ use of the tools, by identifying and improving methods and processes that work and eliminating those that don’t. By deploying AI innovations to handle enterprise-scale HCM challenges, human resources teams can better manage their workloads and better respond to the individual needs of their workforce in an effective and personalized way. These same innovations can help the HR work of companies at all sizes by addressing routine challenges and allowing HR professionals to focus their attention on the big picture. Learn more about how AI in the workplace can help Make Work More Human for your organization. 

Managing human resources for a large enterprise can be incredibly challenging. Hiring one new employee often involves a half-dozen or more steps, spread out across weeks or months. A company like...

HCM Cloud Product Updates

Long Live Responsive User Experience (UX)

Written by: Stafford Burt, Senior Principal Sales Consultant, Oracle Less than five years ago only a very few people had smart phones and mobile apps were a very new concept. Fast forward three years and few people would have believed you if you’d said you’d have a device under £50 ($75) in your home that used natural spoken language to perform a huge variety of tasks—"Alexa what’s in my Diary today", "Siri book me a Lyft". This was the kind of thing we’d only ever seen on Star Trek. Now imagine what things will be like two years into the future for your human resources team; will voice activated chatbots using artificial intelligence (AI) completely replace screen-based user interfaces (UI)? "Alexa which payroll items were out of tolerance?," "Siri book me on PRINCE2 training in June." How about in five years? Will screens be a thing of the past, will pretty much all HR transactions be run by AI with human intervention only required to manage the few exceptions in the processes? Oracle HCM Cloud has begun to introduce a new Responsive UX because large-scale mobile deployments need to be simplified. It all starts from the new homepage, a ‘Newsfeed’ style design that looks like familiar apps, such as Facebook and BBC, presenting a long vertical page feed of information. For employees and managers they will also get the new responsive designs for all self-service transactions as well. Frankly, reliance on mobile apps restricts our flexibility to innovate, quite literally, it holds back our imagination, which is key for delivering a best-in-class SaaS cloud platform. Our move to a highly adaptive Responsive UX is a move to the most flexible and innovative HCM cloud software available today and should see us in good stead for the future. "Beam me up Scotty!              5 Reasons Why Responsive UX is already better than a mobile app: 1. Flexibility—Ever tried changing a mobile app? Unless you’re a Java, or iOS expert—good luck. However, adding or removing a function in an adaptive UX is as simple as changing a configured menu item in a user’s role-based portal, changing the colours, logos, fonts, texts, wording, etc., is a simple business configuration.  2. Portability—Ever been asked "does that work on a Windows phone?" or worse "Blackberry?" The answer with Responsive UX is yes, as long as it’s got a browser it works. Currently, Android and Apple dominate the mobile market but we’ve all seen how rapidly things in that market change—increasingly we’re using wearables and voice activation let the device do the heavy lifting, on the technology we’re just going to plug into it!       3. Security—How do you cope if an employee loses their device or leaves the organization? How do we get the app switched off? In reality we talk to Mobile Device Management tools, but few of us are deploying or using these tools. With Responsive designs its simple; users login just as they do on their laptop and if the device is lost, no data is stored on the device, ergo no risk. 4. Ownership—Employees are often asking about bring your own device (BYOD) to work, or if the device needs to be supplied by you, the employer. With Responsive UX, a required mobile device is null—it’s a secure logon to a web site using any mobile browser on any device.  5. Longevity—How do I get my users to ensure they’re using the right version of the app? Sounds like you're asking an on-premises question to me! The simple answer is: with Responsive UX, they simply cannot be on the wrong version, they just go to a browser window.  Now that you understand Responsive UX vs mobile application, are you ready for the new look?   

Written by: Stafford Burt, Senior Principal Sales Consultant, Oracle Less than five years ago only a very few people had smart phones and mobile apps were a very new concept. Fast forward three...

Future of Work

The Changing Role of HR in an AI World

    We live in an era where there’s perhaps more focus than ever before on how an organization treats its employees. Stories about gender-based pay gaps, lack of diversity, and sexual harassment are front-page news around the world. The ensuing outrage from stockholders and the public have pummeled share prices and reputations, with more than a few top executives going from C-suite to unemployment line as a result. If there were ever a time when HR leaders needed to be more actively involved at the highest levels of the enterprise, it’s now. The value that a great HR executive can bring to an organization is enormous, from preventing that loss of reputation to boosting worker engagement and productivity, to being the moral compass of an organization. To do that effectively, HR executives will need to develop a deep understanding of technology, both in terms of how it’s changing the workplace, and in how it is changing the nature of the HR function itself. Technology as a Workplace Driver Technology is pervasive in everyday life, and that creates expectations on the part of employees that they will have the same convenience and flexibility with technology in the workplace. This isn’t just about ease of use and mobility, either: They expect to have a strong social component as well that lets them see, share, like, innovate, and engage across organization, time and distance. Much of the time, though, the technology in the workplace fails to measure up to what employees own and use themselves. When people find themselves using technology they find limiting, and that cuts off that constant social contact, it can lead to frustration and demands for companies to rethink workplace technology. Given the competition for the best employees, it’s important for both retention and productivity for executives to listen to those demands. After all, these technologies are challenging our established norms engagement, and are the key to making a workplace less hierarchical, more open, and thus more likely to be innovative. HR is the channel for that message to reach executives, along with strong counsel on how to meet those demands (and the consequences for not doing so).  At the same time, some of the cutting-edge technology that’s becoming part of the workplace also creates uncertainty and stress for employees. If you think about what’s going on with artificial intelligence, with robotics, and how those will change the workplace and people’s jobs, you can see why employees would be concerned. They are asking themselves if there will be a place for them in that workplace, how they should prepare for those changes. Again, the place workers (and their managers) will expect to provide those answers is HR. That means having a solid understanding of the implications of this technology and provide information and guidance to employees. Technology as a Value Tool It’s just as important for HR to have the technology it needs to provide the data and insights that will help leaders understand what’s happening with the workforce and how to increase performance. It’s no longer enough to have a “gut feel” about how things are going – just like other parts of the organization, HR needs to be data led. There are opportunities to gain insights from internal company data as well as by mining things like social media posts, using Oracle’s Human Capital Management products. We’re applying our long expertise in technology as well as working with partners to develop specific tools to help develop, sustain and measure the productivity of great employees. Because this is becoming a data-driven function, HR directors need to build great relationships with people who know technology in their organizations, and with experts outside as well. They need to have conversations with their peers in IT and operations, so that decisions about technology across the organization are made in ways that ensure HR’s needs are included. In short, the skills an HR director needs are changing, and if you don’t understand data, you’re in the wrong job. There’s another powerful reason for HR leaders to build those relationships and have those conversations, especially with peers in marketing. Why? Marketing is in the business of listening to customers and using data to do it. HR likewise needs to be in the business of listening to employees and learn how to use data for the purpose – and be as innovative and challenging in what they offer to employees as marketing is for customers. Maintaining the Moral Compass Beyond its role in recruitment, retention, and engagement – or, perhaps more accurately, because of this role -- HR is the natural provider of the moral compass at the board level. HR leaders are in a position (and have the obligation) to speak truth to power, and always to be conscious of, consider, and raise issues of ethical behavior. Again, this requires a deep understanding of and ability to articulate the impact of technology on an organization and particularly its people – and asking hard questions about what data we are capturing and how we use it. Technology can enable companies to monitor productivity with incredible precision, tracking activities to the second. Just because that is possible, though, doesn’t mean that it is either desirable or humane. Do we really want, for example, to be measuring how long people take for toilet breaks and then using that as part of measuring their productivity or value to the organization?. While flexible work arrangements are good for the employee and their work-life balance, zero-hour or on-call only contracts are potentially exploitative – how do you provide ethical flexibility? As we put more robotic devices into place, how do we make sure that how and where we do so are not reinforcing unconscious bias?  Given the importance of HR to keep the organization running efficiently and effectively – and with the tools and data to make the right decisions and demonstrate value -- HR directors are now some of the most vital people in the C-suite. With a deeper understanding of data, they can make huge contributions to creating and maintaining a productive and ethical workplace.  

    We live in an era where there’s perhaps more focus than ever before on how an organization treats its employees. Stories about gender-based pay gaps, lack of diversity, and sexual harassment are...

Oracle CEO Mark Hurd on the Essential Partnership between CFO and CHRO

Managing enterprise expenses is the essential duty of a Chief Financial Officer (CFO) the single largest expense in many organizations tends to be workforce compensation. The high cost of recruiting, training, compensating, and managing a workforce renders critical the need for an organization’s CFO and its chief human resources officer (CHRO) to work closely together. Aligning organizational personnel strategies with overarching financial management requirements and strategies can help the CFO and CHRO build a strong talent system that will be sure to generate more than enough revenue to offset its cost. Oracle CEO Mark Hurd has noted the need for human resources and finance to communicate, highlighting the tight integration between Oracle’s human capital management (HCM) platform and its financials systems. At Oracle’s HCM World 2017 conference, he pointed out that “Our HCM platform and the financials platform have the same ability to communicate. They have, if you will, the same data model. … If you actually told our controller we're going to have a separate HR system from our financial system, with a completely different data model, he would revolt.” Simply listing the costs associated with hiring and training can highlight how critical it is that human resources and finance departments work closely together to optimize the talent pipeline. A recent Glassdoor report on hiring found that the average U.S. employer spends roughly $4,000 and takes 24 days to hire a new worker. A different report from the Center for American Progress focused on the costs of turnover, which it noted can rise to 200 percent of an employee’s annual salary. That’s not a typo -- companies that need to fill and refill high-skilled and high-paying positions can wind up paying three times as much to get someone into a job as they will to keep them in that job. These positions, which tend to be executive-level, are far less numerous than front-line roles, but it can still cost between 10 percent and 30 percent of annual salary to replace someone earning $75,000 or less per year. Shaving dollars and percentage points off of these human resource expenses can save an enterprise tremendous amount of money. For an enterprise looking to add 2,500 employees in a year, the difference between spending $4,000 per hire and spending $3,000 per hire is a net savings of $2.5 million. The difference between replacing 2,500 employees making $50,000 each per year, at a cost of 15% of their salaries rather than 25% of their salaries, is $12.5 million. It’s likely that many large enterprises, particularly those in high-skill industries like healthcare or technology, will spend more than $4,000 to hire someone, and will eat a sizable chunk of their salary, in excess of 15%, to address turnover as well. So how can a CHRO work with a CFO to ensure these expenses are kept low? The answer, Mark Hurd says, lies in the cloud. Utilizing cloud applications, particularly those that operate within a fully-integrated suite, provides data-driven insights that can lower costs, improve hiring outcomes, and streamline the process of onboarding and training to reduce the financial hit of turnover. Oracle recognized the importance of cloud computing years ago and began developing its infrastructure to provide these services to enterprises worldwide early in Hurd’s tenure. Now, the company provides customers with complete suites of SaaS applications, offering more than a thousand applications . Some of these applications are bundled into suites that address critical organizational needs, such as enterprise resource planning (ERP) and HCM, two Oracle SaaS suites which integrate seamlessly with each other to allow CFOs and CHROs to share their data and formulate comprehensive strategies to address the costs of recruiting, retaining, and rewarding employees.

Managing enterprise expenses is the essential duty of a Chief Financial Officer (CFO) the single largest expense in many organizations tends to be workforce compensation. The high cost of recruiting,...

4 Essential Employer Branding Trends to Know

Written by: Pete Jaradeh, Product Marketing Manager If you’re looking to succeed and stand out in 2018, employer branding cannot be optional. Year after year, the job market continues to shift towards becoming more candidate driven rather than company driven, meaning you don’t choose the talent; the talent chooses you. If you’re wondering how your organization stacks up, or if you’re simply scratching your head questioning where to start, take a look at our list of must-know employer branding trends below, compiled to help you stay ahead of the curve. Branding Must Be Prioritized in the Boardroom Having a “seat at the table” may sound a bit cliché at this point, however, it’s exactly what the human resources team needs to kick-start a branding strategy. In order to ensure that attracting top talent and employer branding are viewed as priorities by your organization, you as HR must position yourself as a strategic partner regarding business development. Ideally, HR’s role in the boardroom should be treated with the same importance as any other c-level executive. From an operational standpoint, HR is responsible for a businesses’ most valuable differentiator—employees.  HR departments capable of mastering this quickly will no doubt gain a competitive advantage over other companies within their respective industry. Employees Will Provide Authenticity Just as you’re more likely to trust traveler reviews over a hotel’s website, candidates are more likely to trust your employees over the recruiter. Thanks to the prevalence of social networks and popular workplace review sites like Glassdoor, it’s now incredibly easy for people to ascertain the conditions and work environment of you, their potential new employer, based on feedback from past as well as current employees. While it’s impossible to control what these individuals have to say about your organization, one thing you can do is attempt to reshape their perceptions. To do this, try listening to the thoughts and concerns of your employees, either by conducting anonymous surveys and focus groups or by browsing around the aforementioned workplace review sites. Once you’ve heard what they have to say and understand the reasoning behind it, you can then devise a plan to rectify things for the better. HR can take this one step further and encourage employees to become brand ambassadors for your organization, empowering them to share their stories on your website or post their experiences across social media platforms. Technology Will Continue to Change Everything Technology platforms for talent acquisition have been prominent for more than half a decade., We are now starting to see even more emerging in the market, especially relating to employer branding. The inherent value that recent digital advancements can provide, such as artificial intelligence and chatbots, are starting to be recognized and incorporated into many current and new applications— and for good reasons. The capabilities of these technologies have allowed organizations to drastically speedup recruiting, evaluation, and workflow processes while still ensuring that candidates stay engaged with the help of personalized journeys, and we’ve only scratched the surface. We can expect to see even more advancements like voice activated applications and virtual reality environments in the coming years. Jet.com for example, created a virtual space allowing applicants to partake in their organization’s happy hours and even hold virtual meetings with the CEO, giving them a life-like experience of their company prior to joining the organization. Mobile Branding is Becoming Mandatory Mobile usage has been a hot topic for some time now but it’s worth mentioning regardless, especially if you have yet to make this a priority. The ability to adapt your brand to meet the pace of the smartphone revolution is no doubt crucial to the success of your recruiting efforts. Right now, Americans alone are performing over one-billion job searches each month from their mobile devices. This means that if you haven’t started optimizing your brand for mobile use, chances are you’re missing out on a large chunk of qualified applicants. If fully transforming your mobile branding efforts seems too daunting to even think about, start small. Forget about smartphone apps for the time being and focus on first developing a mobile responsive website. Getting started is easy—simply take a look at your own job portal on your iPhone or Android and visually audit your own environment. Is it just as easy to browse and apply from your phone as it is from your desktop? Can candidates easily define filters and search keywords to find positions of interest? Are any pages, logos, images and videos omitted on mobile devices? After a full audit, how would you grade your career site? Interested in learning more about employer branding? Take a look at our 5 Ways HR Leaders Can Win Talent Through Branding to hear about several effective ways to guide your branding efforts in the right direction.

Written by: Pete Jaradeh, Product Marketing Manager If you’re looking to succeed and stand out in 2018, employer branding cannot be optional. Year after year, the job market continues to shift towards...

Why Culture Matters – 3 Steps to Building a Winning Culture

When I hear the word culture, I think about people collaborating to produce great work—like an orchestra performing Beethoven's 5th Symphony or architects designing the iconic Chrysler Building. Culture in the workplace is defined as “…the values, behaviors, and attitudes followed by people in an organization, from the CEO down to front-line employees.” Simply put, it’s “the personality of the company.”[i] The Importance of Company Culture C-level executives, especially HR leaders, know how vital culture is to their organization’s success. Dropbox, for example, was started by two MIT students a decade ago and is now a $12B cloud storage and collaboration company with 1,900 employees and 500M customers. It’s listed on Fortune’s 100 Best Companies to Work For and LinkedIn’s Top Companies for 2018. Dropbox’s innovative work culture is one of the reasons the company has been able to attract—and retain—top tech talent in a competitive market. Its holistic approach to wellness, which includes flexible work hours, free meals, and onsite fitness, makes it a sought-after workplace for employees looking for greater work-life balance. Even when CEOs Drew Houston and Arash Ferdowsi scaled back some perks to increase profitability, they explained how these changes would benefit employees with a stronger IPO. Houston and Ferdowsi also make themselves available so staff members can speak to them about ideas and issues. It's Not All About The Perks You may be asking, “That’s great for high-tech start-ups flush with venture capital but I work for a major big box retailer with thin margins and high turnover. What can I do to build a winning culture?” Surprisingly, the answer may be less about perks and more about the fundamentals of how people like to work. Employees want to be part of something greater than themselves—a mission they believe in, a community of caring professionals, a role that offers meaningful work, and a manager who values their contributions and celebrates their success. Three Steps to Building a Winning Culture  Ensure your business and HR processes reflect your organization’s vision, mission and values Prioritize cultural fit and relationship networks when recruiting, alongside skills and experience Foster an environment in which employees ‘walk the talk’ and encourage their peers to do so In our next blog installment, we’ll go through these three steps in detail, highlighting examples from winning company cultures. For more information, please visit Managing Organizational Culture. [1] Krishan Reddy, Why is Company Work Culture So Important? Top 30 Reasons, Wisestep.com.  

When I hear the word culture, I think about people collaborating to produce great work—like an orchestra performing Beethoven's 5th Symphony or architects designing the iconic Chrysler Building. Cultu...

Focus on Talent

10 Benefits of Moving Your Workforce to the Cloud

HR organizations deal with massive amount of talent data and financial data which must be accurate, efficient, and compliant with all regulations imposed on it at the local, national and international levels. Businesses thrive if and only if they get the most out of their HR data and leverage that to attract, recruit and develop talents and maybe more important than all, retain and motivate the talents to be high performers. Tying the compensation with performance requires solutions and tools that track, analyze, and manage team compensation, salary and benefits in the most effective way without adding a huge load of work to the busy schedule of the line of business managers or human resources professionals.  We all can agree, with a high level of certainty, to the fact that a technology that supports payroll, compensation, benefits, time management and performance management in one platform and adheres to the latest compliance and regulatory requirements, can’t be limited to the boundaries of the on-premise world.  Businesses need to move all HR and finance applications to the cloud to benefit from all capabilities with the lowest maintenance and effort to control and update the systems. According to Deloitte, “using the cloud, organizations can see structural benefits that lie beyond technology advantages and makes it possible to connect various HR initiatives and technology across the enterprise, so that design, portals, and the nature of service delivery itself are consistent and appropriate.” A cloud workforce rewards solution can bring many direct and indirect benefits to any organization. Here are ten benefits in moving your workforce to the cloud:  Reward for performance A unified compensation and performance management solution helps to focus on performance improvement, recognize the high performers and reward them based on their achievements on the spot. In this way, companies can reduce attrition and increase the employee satisfaction as well as access to better business performance across the board. This can’t be achieved with fragmented technologies and multiple pieces of applications that don’t talk to each other. Moreover, AI and machine learning can take this factor to the next level by predicting high performing employees, salary trends, potential risk of attrition and flight risk to help businesses to stay on top of competition by focusing on their most valuable resource, talents. A unified business application environment Integration shouldn’t be a boundary. Having payroll, compensation, workforce management and performance management as parts of one unified system ensures organizations that HR data format is consistent with compensation and payroll formats and styles, so system admins won't need to deal with every single entity and manage information in small portions. Secure By selecting the right vendor in the cloud, the sensitive HR data and financial data become secure and safe. A reliable technology enables IT departments to focus on business impacts and support the lines of business. One single source of truth with centralized data sources Embracing cloud technologies empowers businesses to load and store all data from disparate sources in one single place, data warehouse or data lake. In this way, organizations can track the changes, extract more impactful insights and provide access to richer data for analytics across the board. I have seen among multiple HR customers, how having a single source of truth takes the reporting to the next level and helps all managers to generate trustworthy and credible reports in real-time with the best available information. Scalable Businesses can use the database and data warehouses that are precisely the right size for their current need and be able to expand them in future as the business requirements change, they expand their geographical presence, hire more, or acquire new companies. Fast, adaptable and effective transformation Moving to the cloud provides an opportunity to transform business processes if it’s seen as a holistic move that covers all aspects of the business and focuses on the way the work can be done efficiently. Strong Regulatory Compliance Monitoring the processes to ensure compliance needs intelligent solutions that can detect any anomaly and enable all workers to perform in the right direction, aligned with the business objectives. The goals should be defined concerning all regulations and proper risk management practices should be acknowledged and rewarded. Experience and Consistency Great user experience starts with attractive user interfaces and includes all processes across the entire enterprise. Users need to be able to learn how to use a system intuitively and once they learn a process, they should be able to apply the same knowledge across all applications and tools; here is where the consistency plays a vital role. To keep systems usable, with simplified interfaces and streamlines processes, organizations need to make sure they are continuously improving the experience and upgrade the solutions with the latest and greatest trends and technologies. Maintenance HR departments need to reduce their dependency on IT departments. Lower dependency frees time of IT to focus on critical problems and helps HR to deliver their services without interruption with instruments that they really need. Total cost of ownership In the end, any investment should have a positive return of investment (ROI). Based on a research by PWC, 44% of organizations see the lower cost of ownership as the top motivation to use cloud for HR processes. Reducing the total cost of ownership (TCO) by removing the hardware costs and labor costs of on-premise scenario can be a significant step to have higher ROI. Fnd out how Oracle HCM Cloud can help your business to thrive.

HR organizations deal with massive amount of talent data and financial data which must be accurate, efficient, and compliant with all regulations imposed on it at the local, nationaland international...